1. The Five Dysfunctions Of A Team
By: Patrick Lencioni
Presented by: Charlotte Dickey and
Crystal Morgan

4. “TRUST IS THE FOUNDATION OF REAL TEAMWORK”
Lencioni, Patrick (2002) The Five Dysfunctions of a Team, Hoboken, NJ: Jossey -Bass

5. Hesitate to ask for help or provide constructive feedback Hold grudges
Absence of Trust – Invulnerability Members of Teams with absence of Trust
Hesitate to ask for help or provide constructive feedback
Hold grudges
Lencioni, Patrick (2002) The Five Dysfunctions of a Team, Hoboken, NJ: Jossey -Bass

6. Absence of Trust – Invulnerability Members of Teams with absence of Trust (Continued)
Jump to conclusions about the intentions and aptitudes of others without attempting to clarify them
Hesitate to offer help outside their own areas of responsibility

7. Members of Trusting Teams
Admit weaknesses and mistakes
Ask for help
Take Risk in offering Feedback and assistance
Focus time and energy on important issues, not politics
Lencioni, Patrick (2002) The Five Dysfunctions of a Team, Hoboken, NJ: Jossey -Bass

8. Suggested ways to overcome Absence of Trust
Personal Histories Exercise – This encourages greater empathy and understanding and discourages unfair and inaccurate behavioral attributions.
Personality and Behavioral Preference Profiles – These help to break down barriers by allowing people to better understand and empathize with one another.

9. Suggested ways to overcome Absence of Trust (Continued)
Experimental Team Exercises – Can be valuable tools for enhancing teamwork as long as they are layered upon more fundamental and relevant processes.
Team Effectiveness Exercise – Useful information, both constructive and positive can be extracted.

10. Suggested ways to overcome Absence of Trust (Continued)
360 Degree Feedback – It should be used as a developmental tool, one that allows employees to identify strengths and weaknesses without any repercussions.

11. The Role of the Leader
The most important action that a leader must take to encourage the building of trust on a Team is to demonstrate vulnerability first.
Team Leaders must create an environment that does not punish vulnerability.
Displays of vulnerability on the part of a Team leader must be genuine.
Lencioni, Patrick (2002) The Five Dysfunctions of a Team, Hoboken, NJ: Jossey -Bass

12. “All great relationships, the ones that last over time, require productive conflict in order to grow.”
Lencioni, Patrick (2002) The Five Dysfunctions of a Team, Hoboken, NJ: Jossey -Bass

13. Fear of Conflict –Artificial Harmony Teams that fear conflict
Have boring meetings
Ignore controversial topics that are critical to Team success
Create environments where back-channel politics and personal attacks thrive
Waste time and energy with posturing and interpersonal risk management
Lencioni, Patrick (2002) The Five Dysfunctions of a Team, Hoboken, NJ: Jossey -Bass

14. Teams that engage in conflict
Solve real problems quickly
Minimize politics
Put critical topics on the table for discussion
Extract and exploit the ideas of all team members
Lencioni, Patrick (2002) The Five Dysfunctions of a Team, Hoboken, NJ: Jossey -Bass

15. Suggestions of overcoming Fear of Conflict
Acknowledge that conflict is productive, and that many teams have a tendency to avoid it.
Simple methods of making conflict more common and productive:
Lencioni, Patrick (2002) The Five Dysfunctions of a Team, Hoboken, NJ: Jossey -Bass

16. Suggestions of overcoming Fear of Conflict (Continued)
Miner of Conflict – Someone who extracts buried disagreements within the Team and sheds the light of day on them.

17. Suggestions of overcoming Fear of Conflict (Continued)
Real Time Permission – Recognize when the people engaged in conflict are becoming uncomfortable with the level of discord, and then interrupt to remind them that what they are doing is necessary.

18. Suggestions of overcoming Fear of Conflict (Continued)
Other Tools – Thomas-Kilmann Conflict instrument, TKI, It allows Team members to understand natural inclinations around conflict so they can make more strategic choices about which approaches are most appropriate in different situations.
Lencioni, Patrick (2002) The Five Dysfunctions of a Team, Hoboken, NJ: Jossey -Bass

19. The Role of the Leader
Leaders need to demonstrate restraint when their people engage in conflict and allow resolution to occur naturally.
A Leaders ability to personally model appropriate conflict behavior is essential.
Lencioni, Patrick (2002) The Five Dysfunctions of a Team, Hoboken, NJ: Jossey -Bass

21. The two greatest causes of the lack of commitment are the desire for consensus and the need for certainty.
Lencioni, Patrick (2002) The Five Dysfunctions of a Team, Hoboken, NJ: Jossey -Bass

22. Lack of Commitment -Ambiguity A Team that fails to commit
Breeds lack of confidence and fear of failure
Revisits discussions and decisions again and again
Encourages second-guessing among Team members
Creates ambiguity among the Team about direction and priorities
Lencioni, Patrick (2002) The Five Dysfunctions of a Team, Hoboken, NJ: Jossey -Bass

23. Aligns the entire Team around common objectives
A Team that commits
Aligns the entire Team around common objectives
Develops an ability to learn from mistakes
Moves forward without hesitation
Takes advantage of opportunities before competitors do
Lencioni, Patrick (2002) The Five Dysfunctions of a Team, Hoboken, NJ: Jossey -Bass

24. Suggestions for overcoming Lack of Commitment
Cascading Messaging – At the end of a meeting, a Team should explicitly review the key decisions made during the meeting and agree on what needs to be communicated to employees or other constituencies about those decisions.
Lencioni, Patrick (2002) The Five Dysfunctions of a Team, Hoboken, NJ: Jossey -Bass

25. Suggestions for overcoming Lack of Commitment (Continued)
Contingency and Worst-Case Scenario Analysis – Clarify the worst-case scenario for a decision the Team is struggling to make.
Deadlines - The use of clear deadlines for when decisions will be made, and honoring those dates with discipline and rigidity.

26. Suggestions for overcoming Lack of Commitment (Continued)
Low-Risk Exposure Therapy – In relatively low risk situations, when Teams force themselves to make decisions after substantial discussion but little analysis or research, they usually come to realize that the quality of the decision they made was better than they had expected.

27. The Leader cannot place too high a premium on certainty or consensus.
The Role of The Leader
The Leader must be comfortable with the prospect of making a decision that ultimately turns out to be wrong.
The Leader cannot place too high a premium on certainty or consensus.
Lencioni, Patrick (2002) The Five Dysfunctions of a Team, Hoboken, NJ: Jossey -Bass

28. “The most effective and efficient means of maintaining high standards of performance on a Team is peer pressure.”
Lencioni, Patrick (2002) The Five Dysfunctions of a Team, Hoboken, NJ: Jossey -Bass

29. Avoidance of Accountability –Low Standards A Team that avoids accountability
Encourages Mediocrity
Misses deadlines and key deliverables
Creates resentment among Team members who have different standards of performance
Places undue burden on the Team leader as the sole source of discipline

30. A Team that holds one another accountable
Ensures that poor performers feel pressure to improve
Identifies potential problems quickly by questioning one another’s approaches without hesitation
Establishes respect among team members who are held to the same high standards

31. A Team that holds one another accountable (Continued)
Avoids excessive bureaucracy around performance management and corrective action

33. Suggestions for overcoming Avoidance of Accountability
Publication of Goals and Standards – Clarify publicly exactly what the Team needs to achieve, who needs to deliver what, and how everyone must behave in order to succeed.
Simple and Regular Progress Reviews – Team members should regularly communicate with one another, either verbally or in written form, about how they feel their Teammates are doing against stated objectives and standards.
Lencioni, Patrick (2002) The Five Dysfunctions of a Team, Hoboken, NJ: Jossey -Bass

34. Suggestions for overcoming Avoidance of Accountability (Continued)
Team Rewards- By shifting rewards away from individual performance to Team achievement, the Team can create a culture of accountability.

35. The Role of the Leader
A Leader that wants to instill accountability on a Team needs to encourage and allow the Team to serve as the first and primary accountability mechanism.
Lencioni, Patrick (2002) The Five Dysfunctions of a Team, Hoboken, NJ: Jossey -Bass

36. The Role of the Leader (Continued)
Once a Leader has created a culture of accountability on a Team, he or she must be willing to serve as the ultimate arbiter of discipline when the Team itself fails. This should be a rare occurrence, but must be clear that accountability is a shared Team responsibility.

37. An unrelenting focus on specific objectives and clearly defined outcomes is a requirement for any Team that judges itself on performance.
Lencioni, Patrick (2002) The Five Dysfunctions of a Team, Hoboken, NJ: Jossey -Bass

38. Rarely defeats competitors Loses achievement-oriented employees
Inattention to Results –Status and Ego A Team that is not focused on results
Rarely defeats competitors
Loses achievement-oriented employees
Stagnates/fails to grow
Is easily distracted
Lencioni, Patrick (2002) The Five Dysfunctions of a Team, Hoboken, NJ: Jossey -Bass

39. A Team that focuses on collective results
Minimizes individualistic behavior
Enjoys success and suffers failure acutely
Avoids distractions
Benefits from individuals who subjugate their own goals/interests for the good of the Team

40. Suggestions for overcoming Inattention to Results
Public Declaration of Results – Teams that are willing to commit publicly to specific results are more likely to work with a passionate, even desperate desire to achieve those results.
Lencioni, Patrick (2002) The Five Dysfunctions of a Team, Hoboken, NJ: Jossey -Bass

41. Suggestions for overcoming Inattention to Results (Continued)
Results Based Rewards – An effective way to ensure that Team members focus their attention on results is to tie their rewards, especially compensation, to the achievement of specific outcomes.
Lencioni, Patrick (2002) The Five Dysfunctions of a Team, Hoboken, NJ: Jossey -Bass

42. The Leader must set the tone for a focus on results.
The Role of the Leader
The Leader must set the tone for a focus on results.
Team leaders must be selfless and objective, and reserve rewards and recognition for those who make real contributions to the achievement of group goals.
Lencioni, Patrick (2002) The Five Dysfunctions of a Team, Hoboken, NJ: Jossey -Bass

43. Scoring Combine your scores for the preceding statements as indicated below.
Dysfunction 1:
Absence of Trust
Dysfunction 2:
Fear of Conflict
Dysfunction 3:
Lack of Commitment
Dysfunction 4
Avoidance of Accountability
Dysfunction 5
Inattention to Results
Statement 4
Statement 1
Statement 3
Statement 2
Statement 5
Statement 6
Statement 7
Statement 8
Statement 11
Statement 9
Statement 12
Statement 10
Statement 13
Statement 14
Statement 15
Total

44. A Score of 6 or 7 indicates that the dysfunction could be a problem
A Score of 8 or 9 is a probable indication that the dysfunction is not a problem for your Team.
A Score of 6 or 7 indicates that the dysfunction could be a problem
A Score of 3 to 5 is probably an indication that the dysfunction needs to be addressed.
Regardless of your scores, it is important to keep in mind that every team needs constant work, because without it, even the best ones deviate toward dysfunction.

45. Summary
Reality remains that Teamwork ultimately comes down to practicing a small set of principles over a long period of time. Success is not a matter of mastering subtle, sophisticated theory, but rather of embracing common sense with uncommon levels of discipline and persistence.

46. Summary (Continued)
Ironically, Teams succeed because they are exceedingly human. By acknowledging the imperfections of their humanity, members of functional Teams overcome the natural tendencies that make trust, conflict, commitment, accountability, and a focus on results so elusive.

48. “WORKS CITED”
Lencioni, Patrick (2002) The Five Dysfunctions of a Team, Hoboken, NJ: Jossey -Bass