The 5 Dysfunctions of a The 5 Dysfunctions of a TeamTeam

“Teamwork remains the one sustainable competitive advantage that has been largely untapped.”

Pat Lencioni – President

The Table Group

www.tablegroup.com

Adapted from “Overcoming the Five Dysfunctions of a Team” by Pat Lencioni and presented by Eric Brown to 5Q Communications

Dysfunctions #1Dysfunctions #1

The fear to be vulnerable with team members prevents the building of trust within the team.

This is vulnerability based trust: “I was wrong”, “I made a mistake”, “I need your help”

Work with people to gain trust

Absence of TRUST

Building TrustBuilding Trust

• Trust is the foundation of teamwork.

• Building trust takes time, but the process can be greatly accelerated.

• Like a good marriage, trust on a team is never complete; it must be maintained over time.

Dysfunctions #2Dysfunctions #2

The desire to preserve artificial harmony stifles the occurrence of productive, ideological conflict.

This is healthy, passionate debate: “What do you think of this idea?”

Trust is essential for conflict

Fear of CONFLICT

Absence of TRUST

Mastering ConflictMastering Conflict

• Good conflict among team members requires trust, which is all about engaging in unfiltered, passionate debate around issues.

• Even among the best teams, conflict will at times be uncomfortable.

• Conflict norms, though they will vary from team to team, must be discussed and made clear among the team.

• The fear of occasional personal conflict should not deter a team from having regular, productive debate.

Dysfunctions #3Dysfunctions #3

The lack of clarity and/or fear of being wrong prevents team members from making decisions in a timely and definitive way.

This is all the cards on the table: “Can you commit to this idea?”

Healthy debate leads to commitment

Lack of COMMITMENT

Fear of CONFLICT

Absence of TRUST

Achieving CommitmentAchieving Commitment

• Commitment requires clarity and buy-in.

• Clarity requires that team avoid assumptions and ambiguity, and that they end discussions with a clear understanding about what they’ve decided upon.

• Buy-in does not require consensus. Members of great teams learn to disagree with one another and still commit to a decision.

Dysfunctions #4Dysfunctions #4

The need to avoid interpersonal discomfort prevents team members from holding one another accountable for their behaviors.

This is holding others accountable for their behavior

Peer to peer is powerful

Avoidance of ACCOUNTABILITY

Lack of COMMITMENT

Fear of CONFLICT

Absence of TRUST

Embracing Embracing AccountabilityAccountability

• Accountability on a strong team occurs directly among peers.

• For a culture of accountability to thrive, a leader must demonstrate a willingness to confront difficult issues.

• The best opportunity for holding one another accountable occurs during meetings, and the regular review of a team scoreboard provides a clear context for doing so.

Dysfunctions #5Dysfunctions #5

The desire for individual credit erodes the focus on collective success.

This is about what the team is trying to achieve more than a member’s personal interest

Inattention to RESULTS

Avoidance of ACCOUNTABILITY

Lack of COMMITMENT

Fear of CONFLICT

Absence of TRUST

Focusing on ResultsFocusing on Results

• The true measure of a great team is that it accomplishes the results it sets out to achieve.

• To avoid distractions, team members must prioritize the results of the team over the individual or departmental needs.

• To stay focused, teams must publicly clarify their desired results and keep them visible.

StrategiesStrategies

Build Trust

• Identify and discuss individual strengths and weaknesses

• Spend time in face-to-face meetings and working sessions

RESULTS

ACCOUNTABILITY

COMMITMENT

CONFLICT

TRUST

StrategiesStrategies

Master Conflict• Acknowledge that conflict is required for productive meetings

• Establish common ground rules for engaging in conflict

• Understand individuals natural conflict styles

RESULTS

ACCOUNTABILITY

COMMITMENT

CONFLICT

TRUST

Conflict ExercisesConflict Exercises

• Give real-time permission as it is happening

• As conflict arises, pause to let the team know this is good for the success of the team

• Mine for conflict

• Actively look for areas/topics that people are avoiding and lay it on the table for discussion

• Bring clarity to how the team can expect to engage in debate

• Have team members write down their preferences for acceptable and unacceptable

Conflict ExercisesConflict Exercises

behaviors around discussion and debate

• Have members review their prefs with the rest of the team while someone captures key similarities

• Discuss prefs while paying special attention to areas of difference

• Formally record and distribute behavioral expectations for conflict/debate

StrategiesStrategies

Achieve Commitment• Review commitments at the end of each meeting to ensure all members are aligned

• Adopt a “disagree and commit” mentality – make sure all members are committed regardless of initial disagreements

RESULTS

ACCOUNTABILITY

COMMITMENT

CONFLICT

TRUST

StrategiesStrategies

Embrace Accountability

• Explicitly communicate goals and behavior

• Regularly discuss performance versus goals and standards

RESULTS

ACCOUNTABILITYACCOUNTABILITY

COMMITMENT

CONFLICT

TRUST

StrategiesStrategies

Focus on Results

• Keep the team focused on tangible group goals

• Reward individuals based on team goals and collective success

RESULTSRESULTS

ACCOUNTABILITY

COMMITMENT

CONFLICT

TRUST

Obstacles to AvoidObstacles to Avoid

• The leader is not truly committed to building a quality team

• Team members are holding back

• Someone is dominating the session

• Team members are dispersed and do not generally spend much time together

• A top performer is not committed or interested in the team-building process

• A team member reports to two different teams

The Role of the LeaderThe Role of the Leader

• Be Vulnerable

• Demand Debate

• Force Clarity & Closure

• Confront Difficult Situations

• Focus on Collective Outcomes