Does everyone on our team have buy-in and clarity (not consensus) surrounding issues?.Does our team know the difference between “good” and “bad” conflict?.Do we have “vulnerability-based” trust with each other?.These questions help us realize the extent of our thinking on team problems: It’s a slow process, but it’s worth the effort and can yield big results. There’s a big leap you can make: if you can get better at developing skills to counter the dysfunctions, and change the patterns and the problems, you will build confidence and capability, become much more effective, better at collaborating, and your organization will benefit. If you can work on this stuff, your performance as a team will go to a whole other level. What we find when we first work with teams is that everybody always says, “we’re good at collaborating,” but many groups are bouncing up and down between being good at working as a team, and avoiding conflict (ie preserving the status quo, which is rooted in a lack of trust) all the time. If your leadership team is struggling, it can often be traced back to these behaviors. When individuals aren’t held accountable, team members naturally tend to look out for their own interests, rather than the interests of the team. When teams don’t commit, you can’t have accountability: “people aren’t going to hold each other accountable if they haven’t clearly bought into the plan”.Ī team can only become results-oriented when all team members place the team’s results first. Without conflict, it is not easy for team members to commit and buy-in to decisions, resulting in an environment where ambiguity prevails. Teams that are lacking trust are incapable of having an unfiltered, passionate debate about things that matter, causing team members to avoid conflict, replacing it with an artificial harmony. This is a huge waste of time and energy, as team members invest in defensive behavior instead, and are reluctant to ask for help from – or assist – each other. The root cause of lack of trust lies with team members being unable to be vulnerable and open with one another. The good news is that you, as a manager, with leadership and management skills can overcome all these dysfunctions.
Each dysfunction has a direct impact on a team’s performance and hampers overall productivity. The absence of trust then co-creates 4 other dysfunctions. He developed these principles after observing and coaching thousands of CEOs and Fortune 500 management teams.Īccording to Lencioni, you cannot achieve anything without trust. Patrick Lencioni, president of management consulting firm, The Table Group, wrote about the Five Dysfunctions of a Team in his 2002 book of the same name.
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