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Overcoming Team Dysfunctions Guide

The document summarizes the five dysfunctions of a team as inattention to results, avoidance of accountability, lack of commitment, fear of conflict, and absence of trust. It then provides ways that trusting teams overcome each dysfunction, such as retaining achievement-oriented employees, enjoying success and failure together, and tapping into all members' skills and experiences.

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0% found this document useful (0 votes)
3K views1 page

Overcoming Team Dysfunctions Guide

The document summarizes the five dysfunctions of a team as inattention to results, avoidance of accountability, lack of commitment, fear of conflict, and absence of trust. It then provides ways that trusting teams overcome each dysfunction, such as retaining achievement-oriented employees, enjoying success and failure together, and tapping into all members' skills and experiences.

Uploaded by

anupsark
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
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The FIVE Dysfunctions of a Team by Patrick Lencioni

Dysfunctions
Members of dysfunctional teams … and ways to Overcome each one Members of trusting teams ...
• Stagnates/fails to grow
Inattention to Results • Retains achievement-oriented employees
• Rarely defeats competitors • Minimizes individualistic behavior
9 Public declaration of results
• Loses achievement-oriented employees • Enjoys success and suffers failure acutely
9 Results-Based rewards
• Encourages team members to focus on their own careers and • Benefits from individuals who subjugate their own goals/interests for
individual goals 9 Setting the tone for a focus on results the good of the team
• Is easily distracted from the leader • Avoids distractions

• Creates resentment among team members who have different standards


Avoidance of Accountability • Ensures that poor performers feel pressure to improve
of performance • Identifies potential problems quickly by questioning one another’s
9 Publication of goals and standards
• Encourages mediocrity approaches without hesitation
9 Simple and regular progress reviews
• Misses deadlines and key deliverables • Establishes respect among team members who are held to the same
9 Team rewards
• Places an undue burden on the team leader as the sole source of high standards
discipline 9 Ability of leader to allow the team to serve as • Avoids excessive bureaucracy around performance management and
the first and primary accountability corrective action
mechanism

• Creates ambiguity among the team about direction and priorities


Lack of Commitment • Creates clarity around direction and priorities
• Watches windows of opportunity close due to excessive analysis and • Aligns the entire team around common objectives
9 Cascading Messaging
unnecessary delay • Develops an ability to learn from mistakes
9 Deadlines
• Breeds lack of confidence and fear of failure • Takes advantage of opportunities before competitors do
9 Contingency and Worst-case scenario analysis
• Revisits discussions and decisions again and again • Moves forward without hesitation
9 Low-risk exposure therapy
• Encourages second-guessing among team members • Changes direction without hesitation or guilt
9 Ability of leader to not place too high of a
premium on consensus or certainty

• Have boring meetings


Fear of Conflict • Have lively, interesting meetings
• Create environments where back-channel politics and personal attacks • Extract and exploit the ideas of all team members
9 Mining for conflict
thrive • Solve real problems quickly
9 Real-Time Permission
• Ignore controversial topics that are critical to team success • Minimize politics
9 Personality style and Behavioral Preference
• Fail to tap into all the opinions and perspectives of team members • Put critical topics on the table for discussion
tools
• Waste time and energy with posturing and interpersonal risk
9 Demonstration of restraint by leader when
management
people engage in conflict

• Conceal their weaknesses and mistakes from one another Absence of Trust • Admit weaknesses and mistakes
• Hesitate to ask for help or provide constructive feedback • Ask for help
• Hesitate to offer help outside their own areas of responsibility • Accept questions and input about their areas of responsibility
9 Personal Histories Exercise
• Jump to conclusions about the intentions and aptitudes of others • Give one another the benefit of the doubt before arriving at a negative
9 Team Effectiveness Exercise
without attempting to clarify them. conclusion.
9 Personality and Behavioral Preference Profiles
• Fail to recognize and tap into one another’s skills and experiences. • Take risks in offering feedback and assistance
9 360-Degree Feedback
• Waste time and energy managing their behaviors for effect • Appreciate and tap into one another’s skills and experiences
9 Experiential Team Exercises
• Hold grudges • Focus time and energy on important issues, not politics
• Dread meetings and find reasons o avoid spending time together 9 Demonstration of vulnerability first by leader • Offer and accept apologies without hesitation
• Look forward to meetings and other opportunities to work as a group

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