A Healthy Team
Source: The Five Dysfunctions of
a Team; Lencioni, Patrick (2002)
The Foundation
TRUST
Absence of trust
• There is no team if
members are not
comfortable being
vulnerable with one
another
• Time and energy are...
Members of teams with an absence
of Trust:
• Conceal their weaknesses and mistakes from one another
• Hesitate to ask for ...
Members of Trusting Teams:
• Admit weaknesses and mistakes
• Ask for help
• Accept questions and input about their areas o...
NO TRUST sets the tone
FEAR OF CONFLICT
NO TRUST = Invulnerability
Absence of Conflict
• Team members do
not engage in
passionate and
emotional debate
• Group think and loss
of creativity
•...
Teams That Fear Conflict:
• Have boring meetings
• Create environments where back-door
politics and personal attacks thriv...
Teams That Engage in Conflict:
• Have lively, interesting meetings
• Extract and exploit the ideas of all team
members
• S...
NO CONFLICT sets the tone
LACK OF
COMMITMENT
FEAR OF CONFLICT
NO TRUST = Invulnerability
Absence of Commitment
• No confidence that others
aren’t quietly harboring
doubts whether to
support the actions
agreed up...
A Team that Fails to Commit:
• Creates ambiguity among the team about
direction and priorities
• Watches windows of opport...
A Team that Commits:
• Creates clarity around direction and priorities
• Aligns the entire team around common
objectives
•...
NO COMMITMENT sets the tone
AVOIDANCE
OF
ACCOUNTABILITY
LACK OF
COMMITMENT
FEAR OF CONFLICT
NO TRUST = Invulnerability
Avoidance of Accountability
• No clear plan of action
• Fear of calling out
problems
(disempowered)
• No clear expectation...
A Team that Avoids Accountability:
• Creates resentment among team members who
have different standards of performance
• E...
A Team that Hold One Another
Accountable:
• Ensures that poor performers feel pressure to be
successful by SHARED responsi...
AVOIDANCE OF
ACCOUNTABILITY sets the tone:
NO
RESULTS
AVOIDANCE
OF
ACCOUNTABILITY
LACK OF
COMMITMENT
FEAR OF CONFLICT
NO T...
Inattention to Results:
• Members care about something other than the
collective goals of the group (or the client)
• Indi...
A Team that is NOT focused on
RESULTS:
• Stagnates / fails to grow
• Rarely achieves positive outcomes
• Loses achievement...
A team that FOCUSES on
COLLECTIVE RESULTS:
• Retains achievement-oriented employees
• Minimizes behaviors that are ego-dri...
A Healthy Team
Collective
RESULTS
ACCOUNTABLE
FOR
DELIVERY
COMMITS to Decisions
and TAKES ACTION
ENGAGES IN UNFILTERED CON...
Teams succeed because they are
human, not despite their humanity
• By acknowledging the imperfections of their
humanity, m...
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A healthy team

  1. 1. A Healthy Team Source: The Five Dysfunctions of a Team; Lencioni, Patrick (2002)
  2. 2. The Foundation TRUST
  3. 3. Absence of trust • There is no team if members are not comfortable being vulnerable with one another • Time and energy are then spent managing behaviors and interactions within the group • Trust is the confidence among team members that their peers’ intentions are good, and that there is no reason to be protective or careful around the group.
  4. 4. Members of teams with an absence of Trust: • Conceal their weaknesses and mistakes from one another • Hesitate to ask for help or provide constructive feedback • Hesitate to offer help outside their own area of responsibility • Jump to conclusions about the intentions and aptitudes of others without attempting to clarify them. • Fail to recognize and tap into one another’s skills and experiences • Waste time and energy managing their behaviors for effect • Hold grudges and are not genuinely open • Dread meetings and find reasons to avoid spending time together
  5. 5. Members of Trusting Teams: • Admit weaknesses and mistakes • Ask for help • Accept questions and input about their areas of responsibility • Give one another the benefit of the doubt before arriving at a negative conclusion • Take risks in offering feedback and assistance • Appreciate and tap into one another’s skills and experiences • Focus time and energy on important issues, not politics • Offer and accept apologies without hesitation • Look forward to meetings and other opportunities to work as a group
  6. 6. NO TRUST sets the tone FEAR OF CONFLICT NO TRUST = Invulnerability
  7. 7. Absence of Conflict • Team members do not engage in passionate and emotional debate • Group think and loss of creativity • Veiled discussions and guarded comments • ARTIFICIAL HARMONY • ‘Back door’ politics • Tension and avoidance • Issues are revisited again and again without resolution • Alliances formed outside of the team
  8. 8. Teams That Fear Conflict: • Have boring meetings • Create environments where back-door politics and personal attacks thrive • Ignore controversial topics that are critical to team success • Fail to tap into all the opinions and perspectives of team members • Waste time and energy with posturing and interpersonal risk management
  9. 9. Teams That Engage in Conflict: • Have lively, interesting meetings • Extract and exploit the ideas of all team members • Solve real problems quickly • Minimize politics • Put critical topics on the table for discussion and do not retreat from healthy debate
  10. 10. NO CONFLICT sets the tone LACK OF COMMITMENT FEAR OF CONFLICT NO TRUST = Invulnerability
  11. 11. Absence of Commitment • No confidence that others aren’t quietly harboring doubts whether to support the actions agreed upon • No clarity, purpose or buy-in: AMBIGUITY • ‘going along’ or group think • Invalidating environment, not being heard • No willingness to rally around the team • Hedging bets and delaying important decisions • Ripple effects for clients, uncertainty • Team is not clearly aligned which causes confusion for clients • Fear to commit to decisions
  12. 12. A Team that Fails to Commit: • Creates ambiguity among the team about direction and priorities • Watches windows of opportunity close due to excessive analysis and unnecessary delay • Breeds lack of confidence and fear of failure • Revisits discussions and decisions again and again • Encourages second-guessing among team members
  13. 13. A Team that Commits: • Creates clarity around direction and priorities • Aligns the entire team around common objectives • Develops an ability to learn from mistakes • Takes advantage of opportunities before missing out; allows for contingencies • Moves forward without hesitation • Changes direction without hesitation or guilt
  14. 14. NO COMMITMENT sets the tone AVOIDANCE OF ACCOUNTABILITY LACK OF COMMITMENT FEAR OF CONFLICT NO TRUST = Invulnerability
  15. 15. Avoidance of Accountability • No clear plan of action • Fear of calling out problems (disempowered) • No clear expectation • Unwillingness to tolerate personal discomfort • Personal relationships interfere, alliances are reinforced outside of the group • Relationships deteriorate and issues become ‘personal’ • Loss of respect for one another • Loss of motivation • Loss of enthusiasm • Standards of the group erode- LOW STANDARDS
  16. 16. A Team that Avoids Accountability: • Creates resentment among team members who have different standards of performance • Encourages mediocrity • Misses deadlines and key opportunities • Places an undue burden on the team leader as a source of discipline • Starts to function like a dysfunctional family with sibling rivalry, discord, and seeking parental (leader) approval
  17. 17. A Team that Hold One Another Accountable: • Ensures that poor performers feel pressure to be successful by SHARED responsibility • 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 without ‘sibling rivalry’ or seeking ‘parental approval’ • Avoids excessive bureaucracy around performance management and corrective actions / disciplinary actions / paternalistic cultures
  18. 18. AVOIDANCE OF ACCOUNTABILITY sets the tone: NO RESULTS AVOIDANCE OF ACCOUNTABILITY LACK OF COMMITMENT FEAR OF CONFLICT NO TRUST = Invulnerability
  19. 19. Inattention to Results: • Members care about something other than the collective goals of the group (or the client) • Individual needs are more important then collective goals or results for the client • Ego, career, self recognition and territory • Status and power struggles, competition in getting own needs met at the expense of the client and the team • No meaningful results or objectives
  20. 20. A Team that is NOT focused on RESULTS: • Stagnates / fails to grow • Rarely achieves positive outcomes • Loses achievement-oriented employees • Encourages team members to focus on their own needs and individual goals at the expense of the client • Is easily distracted
  21. 21. A team that FOCUSES on COLLECTIVE RESULTS: • Retains achievement-oriented employees • Minimizes behaviors that are ego-driven • Enjoys success and suffers failures • Benefits from individuals who subjugate their own goals/interests for the good of the team (and the client) • Avoids distractions
  22. 22. A Healthy Team Collective RESULTS ACCOUNTABLE FOR DELIVERY COMMITS to Decisions and TAKES ACTION ENGAGES IN UNFILTERED CONFLICT TRUST
  23. 23. Teams succeed because they are human, not despite their humanity • 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.
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