counterproductive

Source:TheFiveDysfunctionsofaTeam:ALeadershipFable,-Bass,2002.1

Inattention

to

Results

Avoidanceof

Accountability

LackofCommitment

FearofConflict

AbnceofTrust

TheFiveDysfunctionsofaTeam:kLencioni.

OverviewofTheModel

2CriticalTruths:

eteamworkremainlusiveinmostorganizations

zationsfailtoachieveteamworkbecautheyunknowinglyfallpreytofive

naturalpitfallsordysfunctions.

The5Dysfunctionscanbeaddresdinisolation,butinrealitytheyformaninterrelatedmodel.

eofTrust–Theunwillingnesstobe

vulnerablewithinagroup.

Teammemberswhoarenotgenuinelyopen

withoneanotherabouttheirmistakesand

weaknessmakeitimpossibletobuilda

foundationoftrust.

Thefailuretobuildtrustisdamagingbecau

ittsthetonefortheconddysfunction.

Conflict–Teamsthatlacktrustare

incapableofengaginginunfilteredandpassionate

debateofideas.

Instead,theyresorttoveileddiscussionsand

guardedcomments.

Alackofhealthyconflictisaproblembecau

itensuresthethirddysfunctionofateam.

Commitment–Withouthavingairedtheiropinionsinthecourofpassionateand

opendebate,teammembersrarely,ifever,buyinandcommittodecisions,thoughthemayfeign

agreementduringmeetings.

Becauofthislackofrealcommitmentandbuy-in,teammembersdevelopthefourth

dysfunction.

nceofAccountability–Withoutcommittingtoaclearplanofaction,eventhemost

focudanddrivenpeopleoftenhesitatetocalltheirpeersonactionsandbehaviorsthatem

counterproductivetothegoodoftheteam.

Failuretoholdoneanotheraccountablecreatesanenvironmentwherethefifth

dysfunctioncanthrive.

ntiontoResults–Inattentiontoresultsoccurswhenteammembersputtheirindividual

needs(suchago,careerdevelopment,orrecognition)oreventheneedsoftheirdivision

(moduleteam)abovethecollectivegoalsoftheteam.

Imaginehowmembersoftrulycohesiveteamsbehave:

Theytrustoneanother.

Theyengageinunfilteredconflictaroundideas.

Theycommittodecisionsandplansofaction.

Theyholdoneanotheraccountablefordeliveringagainstthoplans.

Theyfocusontheachievementofcollectiveresults.

Source:TheFiveDysfunctionsofaTeam:ALeadershipFable,-Bass,2002.2

UnderstandingandOvercomingtheFiveDysfunctions

Dysfunction1:AbnceofTrust

Trustliesattheheartoffunctioning,tit,teamworkisallbut

impossible.

Definition:Inthecontextofateam,trustistheconfidenceamongteammembersthat

peers'intentionsaregoodandthatthereisnoreasontobeprotectiveorcarefularound

nce,teammatesmustgetcomfortablebeingvulnerablewithone

another.

Vulnerabilitiesincludeweakness,skilldeficiencies,interpersonalshortcomings,

mistakes,andrequestsforhelp.

Itisnotbeingabletopredictaperson'sbehaviorbadonpastexperience.

Membersofteamswithanabnceof

trust...

Membersoftrustingteams...

Concealtheirweaknessandmistakes

fromoneanother

Hesitatetoaskforhelporprovide

constructivefeedback

Hesitatetoofferhelpoutsidetheirown

areasofresponsibility

Jumptoconclusionsabouttheintentions

andaptitudesofotherswithout

attemptingtoclarifythem

Failtorecognizeandtapintoone

another'sskillsandexperiences

Wastetimeandenergymanagingtheir

behaviorsforeffect

Holdgrudges

Dreadmeetingsandfindreasonsto

avoidspendingtimetogether

Admitweaknessandmistakes

Askforhelp

Acceptquestionsandinputabouttheir

areasofresponsibility

Giveoneanotherthebenefitofthe

doubtbeforearrivingatanegative

conclusion

Takerisksinofferingfeedbackand

assistance

Appreciateandtapintooneanother's

skillsandexperiences

Focustimeandenergyonimportant

issues,notpolitics

Offerandacceptapologieswithout

hesitation

Lookforwardtomeetingsandother

opportunitiestoworkasagroup

SuggestionsforOvercomingDysfunction1

PersonalHistoriesExerci:Lowrisk;questionsaboutpersonalhistories;encourages

greaterempathyandunderstanding;discouragesunfairandinaccuratebehavioral

attributions.

TeamEffectivenessExerci:Mediumrisk;teammembersidentifysinglemost

importantcontributionthateachoftheirpeersmakestotheteam,awwellasonethat

mustbeimproveduponoreliminated;beginwithleader

PersonalityandBehavioralPreferenceProfiles(MBTI,etc.)

360-DegreeFeedback

RoleoftheLeader:Demonstrate

vulnerability;createenvironmentthatdoes

notpunishvulnerability;displaysof

vulnerabilitymustbegenuine

ConnectiontoDysfunction2:By

buildingtrust,ateammakesconflict

possiblebecaumembersknowthatthey

willnotbepunishedforsayingsomething

thatmightotherwibeinterpretedas

destructiveorcritical.

Source:TheFiveDysfunctionsofaTeam:ALeadershipFable,-Bass,2002.3

Dysfunction2:FearofConflict

Allgreatrelationshipsrequireproductiveconflictinordertogrow.

Thehigheryougoupinthemanagementchange,themoreyoufindpeoplespending

inordinateamountsoftimeandenergytryingtoavoidconflictthatisntialtogreat

teams.

Itisimportanttodistinguishproductiveideologicalconflict(conceptsandideas)from

destructivefightingandinterpersonalpolitics(personality-focud,mean-spirited

attacks).Bothtypesofconflicthavethesameexternalqualities:passion,emotion,

frustration.

Whenteammembersdonotopenlydebateanddisagreeonimportantideas,theyoften

turntoback-channelpersonalattacks.

Ironically,singconflictsaves

ngsodoomsateamtorevisitingunresolvedissuesoverandover.

Teamsthatfearconflict...Teamsthatengageinconflict...

Haveboringmeetings

Createenvironmentswhereback-

channelpoliticsandpersonalattacks

thrive

Ignorecontroversialtopicsthatare

criticaltoteamsuccess

Failtotapintoalltheopinionsand

perspectivesofteammembers

Wastetimeandenergywithposturing

andinterpersonalriskmanagement

Havelively,interestingmeetings

Extractandexploittheideasofallteam

members

Solverealproblemsquickly

Minimizepolitics

Putcriticaltopicsonthetablefor

discussion.

SuggestionsforOvercomingDysfunction2

MineConflict:Assignthe"minerofconflict"toateammembertoextractburied

disagreements,andforceteammemberstoworkthroughthem.

Real-TimePermission:Coacheachothernottoretreatfromhealthydebate.

MBTIandOtherAsssments:Thereareavarietyofpersonalitystyleandbehavioral

preferencetoolsavailabletohelpteammembersunderstandoneanotherbetter.

RoleoftheLeader:Demonstraterestraint

to"protect"peopleduringconflict;allow

resolutiontooccur,evenifitismessy.

Esntial:Rolemodelappropriateconflict

dingconflictwhenitis

necessaryandproductive,youwill

encouragethisdysfunctiontothrive.

ConnectiontoDysfunction3:By

engaginginproductiveconflictandtapping

intoteammembers'perspectivesand

opinions,ateamcanconfidentlycommit

andbuyintoadecisionknowingthatthey

havebenefitedfromeveryone'sideas.

Source:TheFiveDysfunctionsofaTeam:ALeadershipFable,-Bass,2002.4

Dysfunction3:LackofCommitment

Commitmentisafunctionoftwothings:clarityandbuyin.

Thetwogreatestcausofthelackofcommitmentarethedesireforconnsusandtheneed

forcertainty.

Connsus:Greatteamsfindwaystoachievebuy-inevenwhencompleteagreementis

sureeveryone'sideasaregenuinelyconsidered,creatingawillingnessto

atisnotpossible,theleadermakes

thecall.

Certainty:Greatteamsareabletounitebehinddecisionsandcommittoclearcoursofaction

evenwhenthereislittleassuranceaboutwhetherthedecisioniscorrect:adecisionisbetter

portanttonotethatconflictunderliesthewillingnesstocommit

withoutperfectinformation.

Oneofthegreatestconquencesforanexecutiveteamthatdoesnotcommittoclear

eesthatreporttotho

executiveswillinevitablyclashwhentheytrytointerpretmarchingordersthatarenot

clearlyalignedwiththocolleaguesinotherdepartments.

Ateamthatfailstocommit...Ateamthatcommits...

Createsambiguityamongtheteamsabout

directionandpriorities

Watcheswindowsofopportunityclodue

toexcessiveanalysisandunnecessarydelay

Breedslackofconfidenceandfearof

failure

Revisitsdiscussionsanddecisionsagainand

again

Encouragescond-guessingamongteam

members

Createsclarityarounddirectionand

priorities

Alignntireteamaroundcommon

objectives

Developsanabilitytolearnfrommistakes

Takesadvantageofopportunitiesbefore

competitorsdo

Movesforwardwithouthesitation

Changesdirectionwithouthesitationor

guilt

SuggestionsforOvercomingDysfunction3

CascadeMessaging:Attheendofameeting,explicitlyreviewthekeydecisionsmade

duringthemeeting,andagreeonwhatneedstobecommunicatedtoemployeesorother

constituenciesaboutthodecisions.

Deadlines:Oneofthebesttoolsforensuringcommitmentistheuofcleardeadlinesfor

whendecisionswillbemade,andhonoringthodateswithdisciplineandrigidity.

Committingtodeadlinesforintermediatedecisionsandmilestonesisjustasimportantas

finaldeadlines.

ContingencyandWorst-CaScenarioAnalysis:Clarifytheworst-cascenariofora

lpsrealizethecostofnodecisionandincorrectdecisions.

Low-RiskExposureTherapy:Havetheteamdemonstratedecisivenessonarelativelylow

risksituationtobuildconfidence.

RoleoftheLeader:Theleadermustbe

comfortablewithmakingadecisionthat

dermust

pushthegrouptoclosureandadherenceto

laceapremiumon

certaintyorconnsus.

ConnectiontoDysfunction4:Inorderfor

teammemberstocalleachotherontheir

behaviorsandactions,themusthaveaclear

nofwhatixpected,andaccountability

canonlybedoneifthingsaremadeclearin

thefirstplace.

Source:TheFiveDysfunctionsofaTeam:ALeadershipFable,-Bass,2002.5

Dysfunction4:AvoidanceofAccountability

Inthecontextofteamwork,accountabilityrefersspecificallytothewillingnessofteam

memberstocalltheirpeersonperformanceorbehaviorsthatmighthurttheteam.

Theesnceofthisdysfunctionistheunwillingnessofteammemberstotoleratethe

interpersonaldiscomfortthataccompaniescallingapeeronbehavior,andthegeneral

sofgreatteams"enterthedanger."

Teammemberswhoareclotoeachothersometimeshesitatetoholdeachother

aally,this

caustherelationshiptodeterioratebecautheybegintorenteachotherfornot

livinguptostated(orunstated)groupstandards.

Themosteffectiveandefficientmeansofmaintaininghighstandardsofperformance

sreduceexcessivebureaucracyaroundperformance

ananypolicyorsystem,thereisnothing

likethefearoflettingdownrespectedteammatesthatmotivatespeopletoimprove

theirperformance.

Ateamthatavoidsaccountability...Ateamthatholdsoneanother

accountable...

Createsrentmentamongteam

memberswhohavedifferentstandards

ofperformance

Encouragesmediocrity

Missdeadlinesandkeydeliverables

Placesanundueburdenontheteam

leaderasthesolsourceofdiscipline

Ensuresthatpoorperformersfeel

pressuretoimprove

Identifiespotentialproblemsquicklyby

questioningoneanother'sapproaches

withouthesitation

Establishesrespectamongteam

memberswhoareheldtothesamehigh

standard

Avoidxcessivebureaucracyaround

performancemanagementandcorrective

action

SuggestionsforOvercomingDysfunction4

PublicationofGoalsandStandards:Clarifypubliclywhattheteamneedstoachieve,

whoneedstodeliverwhat,

enemyofaccountabilityisambiguity.

SimpleandRegularProgressReviews:Teammembersshouldregularlycommunicate

withoneanother,eitherverballyorinwrittenform,abouthowtheyfeeltheir

teammatesaredoingagainststatedobjectivesandstandards,inastructuredmanner.

TeamRewards:Shiftrewardsawayfromindividualperformancetoteamachievement

inordertocreateacultureofaccountability.

RoleoftheLeader:Toinstill

accountabilityonateam,encourageand

allowtheteamtorveasthefirstand

't

ing

torveastheultimatearbiterofdiscipline

whentheteamitlffails.

ConnectiontoDysfunction5:If

teammatesarenotheldaccountablefortheir

contributions,theywillbemorelikelyto

abnceofaccountabilityisaninvitationto

teammemberstoshifttheirattentionto

areasotherthancollectiveresults.

Source:TheFiveDysfunctionsofaTeam:ALeadershipFable,-Bass,2002.6

Dysfunction5:InattentiontoResults

Theultimatedysfunctionofateamisthetendencyofmemberstocareabout

lentingfocuson

specificobjectivesandclearlydefinedoutcomesisarequirementforanyteamthat

judgesitlfonoutcome-badperformance.

Everygoodorganizationspecifieswhatitplanstoachieveinagivenperiod,andthe

goalsmakeupthemajorityofnear-term,tely,thegoals

driveprofit.

Traps:

TeamStatus:Theachievementofspecificresultsmightbedesirable,butnotnecessarily

worthyofgreatsacrificeorinconvenience.(Politicalgroups,academicdepartments,

altruisticnon-profitsoftenfallvictimtothisdysfunction.)

IndividualStatus:Thetendencyofpeopletofocusonenhancingtheirownpositionsat

ionalteammustmakethecollectiveresultsofthegroup

moreimportanttoeachindividualthanindividualmembers'hatarenot

focudonresultsdonotliveandbreatheinordertoachievemeaningfulobjectives,but

unately,forthegroups,noamountoftrust,conflict,

commitmentoraccountabilitycancompensateforalackofdesiretowin.

Ateamthatisnotfocudonresults...Ateamthatfocusoncollective

results...

Stagnates/failstogrow

Rarelydefeatscompetitors

Losachievement-orientedemployees

Encouragesteammemberstofocuson

theirowncareersandindividualgoals

Iasilydistracted

Retainsachievement-oriented

employees

Minimizesindividualisticbehavior

Enjoyssuccessandsuffersfailure

acutely

Benefitsfromindividualswhosubjugate

theirowngoals/interestsforthegoodof

theteam

Avoidsdistractions

SuggestionsforOvercomingDysfunction5

Makeresultsclear,andrewardonlythobehaviorsandactionsthatcontributetotho

results.

PublicDeclarationofResults:Teamsthatwillinglycommitpubliclytospecific

resultsaremorelikelytoworkwithapassionate,evendesperatedesiretoachieve

thoresults.

Results-BadRewards:Tieteammemberrewards,especiallycompensation,tothe

achievementofspecificoutcomes.

RoleoftheLeader:adersmustbe

lflessandobjective,andrerverewardsandrecognitionforthowhomakereal

contributionstotheachievementofgroupgoals.

Summary

Teamworkultimatelycomesdowntopracticingasmalltofprinciplesoveralong

sisnotamatterofmasteringsubtle,sophisticatedtheory,but

ratherofembracingcommonnwithuncommonlevelsofdisciplineandpersistence.