7/31/2019 5 Dysfunctions
1/53
The Dysfunctions
of a teamPatrick Lencioni
7/31/2019 5 Dysfunctions
2/53
Why Teams?
7/31/2019 5 Dysfunctions
3/53
Ecclesiastes 4:9-12
Two are better than one
because they have a goodreturn for their labor. For if theyfall, the one will lift up his fellow:but woe to him that is alone
when he falls; for he has notanother to help him up. Again,if two lie together, they haveheat: But how can one bewarm alone? And if one prevail
against him, two shall withstandhim; and a threefold cord is notquickly broken.
P 1
Team Exercise:Table Top Tug of War
7/31/2019 5 Dysfunctions
4/53
CircumstancesWake up in new world every
morning
Complex, Unfamiliar Circumstances
Inadequate Skills
Individual Inadequacies
Rapid Change
God-Sized Goals
P 1
7/31/2019 5 Dysfunctions
5/53
Benefits P 1
TEAM EXERCISE:
Find the Weakness
7/31/2019 5 Dysfunctions
6/53
BenefitsMore is better.
Strengths Multiplied
Weaknesses Compensated
Learning AcceleratedAccountability Increased
New Learning Created
P 1
TEAM EXERCISE:Find the Weakness
7/31/2019 5 Dysfunctions
7/53
5 DYSFUNCTIONS OF A TEAMSTRENGTHS DYSFUNCTIONS LEADER ROLE
INATTENTION TORESULTS
FOCUS ONCOLLECTIVEOUTCOMES
AVOIDANCE OF
ACCOUNTABILITY
CONFRONT DIFFICULT
ISSUES
LACK OFCOMMITMENT
FORCE CLARITY ANDCLOSURE
FEAR OF CONFLICT MINE FOR CONFLICT
ABSENCE OF TRUST GO FIRST! BE REAL
RESULTS ORIENTED
MUTUALACCOUNTABILITY
HIGHLY COMMITTED
PRODUCTIVE
CONFLICT
HIGH TRUST
P 2
7/31/2019 5 Dysfunctions
8/53
GROUP EXERCISE 15 MINUTES
READ ASSIGNMENT PREPARE
PRESENTATION
3 MINUTES TOPRESENT TO REST
OF GROUP
7/31/2019 5 Dysfunctions
9/53
PRESENTATIONS
7/31/2019 5 Dysfunctions
10/53
Zero Change High Change
Destructive Group Task Group Team Highly Productive Teams
TEAMS EVALUATION CONTINUUM
* Five Dysfunctions, Patrick Lencioni
Inattention to Results* Results Oriented
Resistive to Learning Pursues Adaptive Learning
Inadequate Gifts & Skills Appropriate Gifts / Skills / Passions
Avoidance of Accountability* Mutual Accountability / Shared Leadership
Lack of Commitment* High Commitment / Shared Vision
Fear of Conflict* Productive Conflict
Absence of Trust* High Trust
Personally Unaware / Unhealthy Personally Aware / Healthy
No Spiritual Vitality High Spiritual Vitality
0 1 2 3 4 5 6 7 8 9 10
0 1 2 3 4 5 6 7 8 9 10
0 1 2 3 4 5 6 7 8 9 10
0 1 2 3 4 5 6 7 8 9 10
0 1 2 3 4 5 6 7 8 9 10
0 1 2 3 4 5 6 7 8 9 10
0 1 2 3 4 5 6 7 8 9 10
0 1 2 3 4 5 6 7 8 9 10
0 1 2 3 4 5 6 7 8 9 10
P 3, annotated version
7/31/2019 5 Dysfunctions
11/53
DEFINITIONSDestructive
Group
Task Group Team Highly
Productive Team
Yields zero
change, losesground, destroys
efforts of others
Implements
specific tasks andobjectives
Solves problems,
identifiesresources, makes
decisions
Consistently
demonstrate highlevel team
characteristics,achieve results,implement
change, createnew learning
P 3
7/31/2019 5 Dysfunctions
12/53
Lencionis5 dysfunctions of a team
Patrick Lencioni
P 3, in red
7/31/2019 5 Dysfunctions
13/53
Patrick Lencioni
P 3
7/31/2019 5 Dysfunctions
14/53
John 15:5
I am the vine . . . Apartfrom me you can do
nothing.
P 4, Quick Notes
7/31/2019 5 Dysfunctions
15/53
TIMEPRAYER
INDIVIDUAL & GROUP
P 4, Quick Notes
7/31/2019 5 Dysfunctions
16/53
GUARDED
DEFENSIVE
WATCHFUL
RISK AVERSE
CRITICAL OF OTHERS
TEAM CULTURE
P 4, Quick Notes
7/31/2019 5 Dysfunctions
17/53
Quick & Genuine Apologies
Open Admission of Weaknesses & Mistakes
Comfortable sharing about personal lives
HIGH TRUST
P 4, Quick Notes
7/31/2019 5 Dysfunctions
18/53
LEADERgoes first
LEADERis authenticMaintain a safe culture
HIGH TRUST
P 4, Quick Notes
7/31/2019 5 Dysfunctions
19/53
Personal Histories Exercise
Team Effectiveness ExercisePersonality & Behavioral Preferences Profiles
360-Degree Feedback
Experiential Team Exercises
HIGH TRUST
P 4, Quick Notes
7/31/2019 5 Dysfunctions
20/53
Self-knowledge
Self-Acceptance
Self-Disclosure
LINK TO HIGH TRUST
P 4, Quick Notes
7/31/2019 5 Dysfunctions
21/53
Personality Characteristics
Leadership Styles
Learning Styles
Gifts Inventories
Family of Origin / Life Experiences
PERSONAL HEALTH &AWARENESS
P 4, Quick Notes
7/31/2019 5 Dysfunctions
22/53
Yields False Peace
Issues UnresolvedFails to tap diverse perspectives
CONSEQUENCES
P 4, Quick Notes
7/31/2019 5 Dysfunctions
23/53
Passionate, Unguarded Discussion
Compelling Team MeetingsMost Difficult Issues Engaged & Resolved
PRODUCTIVE CONFLICT
P 4, Quick Notes
7/31/2019 5 Dysfunctions
24/53
LEADERmines for conflict
Real-Time Permission for conflict
PRODUCTIVE CONFLICT
P 4, Quick Notes
7/31/2019 5 Dysfunctions
25/53
Conflict Management Training
Personality & Behavioral Instruments
PRODUCTIVE CONFLICT
P 4, Quick Notes
7/31/2019 5 Dysfunctions
26/53
Choose Dialogue vs. Discussion
PRODUCTIVE CONFLICT THROUGHPURPOSEFUL COMMUNICATION
P 4, Quick Notes
Confront Defensive Routines
7/31/2019 5 Dysfunctions
27/53
Reflect on assumptions
Inquire about othersParticipate as peers
Expose own thinking
Dialogue is RIPE for fruitfuloutcomes.
Persuade
AnalyzeDefend
Discussion PADs our abilityto learn from others.
Dialogue - Discussion
P 4, Quick Notes
7/31/2019 5 Dysfunctions
28/53
Polite Brush Off
Logical Put Down
Passionate Discourse
Heated Attack
Conflict Avoidance
JustificationThe Lie
Hurt Feelings
Triangulation
Feigned IgnoranceThe Joke
The Sulk
Defensive Routine:
That which prevents the
occurrence oflearning in theindividual.
Confront Defensive Routines
P 4, Quick Notes
7/31/2019 5 Dysfunctions
29/53
Desire for Consensus
Need for Certainty
BARRIERS
P 4, Quick Notes
Inability to Follow Through
No Action
CONSEQUENCES
7/31/2019 5 Dysfunctions
30/53
Know what others are working on
Understand personal contribution to teamTeam Confident of Others Commitment
Specific Resolutions & Calls to Action
HIGH COMMITMENT
P 4, Quick Notes
7/31/2019 5 Dysfunctions
31/53
LEADERforces clarity & closure
Hearing Given but Consensus Not RequiredAvoid Data Paralysis
HIGH COMMITMENT
P 4, Quick Notes
7/31/2019 5 Dysfunctions
32/53
Cascading Messaging
DeadlinesContingency and Worst-Case Scenario Analysis
Low-Risk Exposure Therapy
HIGH COMMITMENT
P 4, Quick Notes
7/31/2019 5 Dysfunctions
33/53
Genesis 11 - Tower of Babel
HIGH COMMITMENTTO SHARED VISION
And this is what they began to do,and now nothing which theypurpose to do will be impossiblefor them. (Gen. 11:6)
P 4, Quick Notes
7/31/2019 5 Dysfunctions
34/53
Spoke the same language - TERMS
Agreed on their goal - WHATAgreed on structure & methodology - HOW
PEOPLE OF BABEL
P 4, Quick Notes
7/31/2019 5 Dysfunctions
35/53
Destructive Behaviors Unchecked
MediocrityMissed Deadlines
Leader Burdened as Sole Source of Discipline
CONSEQUENCES
P 5, Quick Notes
7/31/2019 5 Dysfunctions
36/53
Team Members Call Unproductive Behaviors
Concern About Letting Down PeersTeam Members Challenge Plans & Approaches
MUTUALACCOUNTABILITY
P 5, Quick Notes
7/31/2019 5 Dysfunctions
37/53
LEADERConfronts Difficult Issues
LEADERAllows Team Provide AccountabilityAcknowledge Interpersonal Discomfort
Acknowledge Tendency to Avoid
MUTUALACCOUNTABILITY
P 5, Quick Notes
7/31/2019 5 Dysfunctions
38/53
Public Goals and Standards
Simple & Regular Progress ReviewsTeam Rewards
MUTUALACCOUNTABILITY
P 5, Quick Notes
7/31/2019 5 Dysfunctions
39/53
Leader Role rotates according to need and
competenciesAbility to be leader, peer, and follower (ChurchLeadership, Weems, p. 74)
Reciprocity of influence(Weems, p. 80)
MUTUAL ACCOUNTABILITY THROUGHSHARED LEADERSHIP
P 5, Quick Notes
7/31/2019 5 Dysfunctions
40/53
Goals Unachieved
Individual Needs Supercede Team NeedsHigh Performance Members May Leave
CONSEQUENCES
P 5, Quick Notes
7/31/2019 5 Dysfunctions
41/53
Individual Sacrifices for Sake of Team
Failure UnacceptableRecognition Sought for Others
HIGH RESULTSORIENTATION
P 5, Quick Notes
7/31/2019 5 Dysfunctions
42/53
Maintain Focus on Collective Goals of Team
Near-term, Controllable ResultsObjectives that the Leaders Set for Themselves
HIGH RESULTSORIENTATION
P 5, Quick Notes
7/31/2019 5 Dysfunctions
43/53
Public Declaration of Results
Results-Based Rewards
HIGH RESULTSORIENTATION
P 5, Quick Notes
7/31/2019 5 Dysfunctions
44/53
P 5, Quick Notes
7/31/2019 5 Dysfunctions
45/53
LEADERvalues learning
Thrives at Ground ZeroDestroys Barriers to Learning
RESULTS ORIENTED
P 5, Quick Notes
7/31/2019 5 Dysfunctions
46/53
Assess the Culture
Reduce Pace of ChangeCheck Your Relationships
Accept New Challenges
PURSUES LEARNING
The Learning Congregation, Thomas R.Hawskins, chapter 5,
P 5, Quick Notes
7/31/2019 5 Dysfunctions
47/53
Useful for?
Not useful for?
PIECES OF CLOTH
Team Exercise
7/31/2019 5 Dysfunctions
48/53
Diversity
CompetencyGiftedness
Passion
BENEFITS
Suppose the whole body were an
eyethen how would you hear? Or ifyour whole body were just one big ear,
how could you smell anything?I Corinthians 12:17 (NLT)
P 5, Quick Notes
7/31/2019 5 Dysfunctions
49/53
Personality & Behavorial Inventories
Spiritual Gift AssessmentsTrial Assignments on Team
Go Put Your Strengths to Workby Marcus
Buckingham
APPROPRIATE GIFTS &SKILLS
P 5, Quick Notes
7/31/2019 5 Dysfunctions
50/53
Highly
ProductiveTeam
7/31/2019 5 Dysfunctions
51/53
Silos
7/31/2019 5 Dysfunctions
52/53
Inter-Connected
7/31/2019 5 Dysfunctions
53/53
5 dysfunctions of a team
Ambiguity
Artificial
harmony
Invulnerability
LowStandards
Status andEgo
Pg. 97
Top Related