The document discusses the importance of teamwork and effective teams. It describes how cohesive teams make better decisions, tap into all members' skills and opinions, avoid politics and conflict, and focus on results. In contrast, dysfunctional teams limit debate, avoid sharing information, and waste time on hidden agendas. The document then outlines the five behaviors of effective teams according to Patrick Lencioni's model: trust, conflict, commitment, accountability, and results. Building these behaviors can help teams achieve their goals through improved decision making and a cooperative environment.

1. FROM DYSFUNCTION TO
COHESION FOR RESULTS.
Whatwhenwhyhow ltd

2. THE IMPORTANCE OF TEAMWORK
Not finance. Not strategy. Not
technology. It is teamwork that
remains the ultimate competitive
advantage, both because it is so
powerful and so rare.
-Patrick Lencioni

3. BASED ON
THE FIVE DYSFUNCTIONS
OF A TEAM, THE
FLAGSHIP BOOK BY
PATRICK LENCIONI
HAVING SOLD MORE
THAN 2.5 MILLION COPIES
Teamwork — The Single Most
Untapped Competitive Advantage

4. Cohesive teams…
 Make better, faster decisions
 Tap into skills and opinions of all members
 Avoid wasting time and energy on politics,
confusion, and destructive conflict
 Create a competitive advantage
 Focus on results and commit to them
 Are more fun to be on!
Dysfunctional teams…
 Don’t challenge ideas or enter into debate
 Avoid sharing information, ideas and
feelings through fear, politics, agendas
 Limit full use of skills and opinions of all
members
 Incur bad costs, wasting time and energy
on hidden agendas, silos, confusion, and
destructive conflict
 Compete internally
 Focus on individual results
BUILDING A STRONG TEAM IS BOTH
POSSIBLE AND REMARKABLY SIMPLE

5. BUILDING A STRONG TEAM IS BOTH POSSIBLE AND REMARKABLY
SIMPLE.
The Five Behaviors of a
Cohesive Team™ has a
simple goal: To facilitate a
learning experience that
helps professionals and
their organizations discover
what it takes to build a
truly cohesive and
effective team

6. TRUST
The foundation and broadest element of the model.
When team members are genuinely transparent and
honest with one another, they build vulnerability based
trust.
It is easier to demonstrate where lack of trust exist.
• Members sit at meetings not fully understanding
what is being discussed, but don’t want anyone to
know that so stay silent or “blag it”
• Members don’t agree with a point but don’t feel
comfortable speaking up
• Members are late on a deadline or struggling to
meet a goal but make excuses rather than ask for
help or speak honestly
• Members hold information back intentionally or only
share limited information

7. CONFLICT
A team that trusts one another are not afraid to challenge each other.
Challenge can be uncomfortable, but in trusted teams we know that the conflict
or challenge comes from the right place. In pursuit of joint results. Fear of conflict
should not inhibit good debate.
Dysfunctional teams see lack of conflict
• Members don’t challenge others behaviour
• Members don’t speak up when they disagree with others ideas or plans
• Some members are more dominant and create fear or oppress others views
• Members don’t challenge as they see it as pointless or a waste of time
• Members don’t share ideas for fear of ridicule struggling to meet a goal but
make excuses rather than ask for help or speak honestly
• Members hold information back intentionally or only share limited information

8. COMMITMENT
When team members are able to offer opinions and
debate in a constructive, unfiltered way, they are more
likely to commit to action.
Let’s say we have a team, and the team makes a
decision, but there wasn’t really any healthy discussion
about it. What happens?
People trash the decision
Become passive aggressive or just make sure nothing
happens
Make it lowest on their priority list
If I have to do it I will do it my way, when I am ready
For commitment, there are two things:
Clarity and buy in.

9. ACCOUNTABILITY
Holding others to account is difficult, especially peer to
peer. No-one likes difficult conversations. No matter
how necessary.
If you have jointly committed to action, then you
become jointly accountable. Yet if one team member
isn’t pulling their own weight, would you feel
comfortable raising it with them directly?
Normally people don’t do that. They go to the leader
and complain.
Or they get suspicious, angry, annoyed and eventually
demotivated.
This model teaches people to hold one another
accountable. But you can’t just dive into that without
having trust, healthy conflict, commitment.
Lack of accountability leads to:
Suspicion
Passive aggression
Resentment
Insecurity
Politics
Inefficiency
Tension
Blame culture
Silos

10. RESULTS
The ultimate goal of building greater
TRUST
CONFLICT
COMMITMENT
ACCOUNTABILITY
Is one thing: RESULTS
When everyone is striving for a common goal,
and prioritising with clarity – the team gains
competitive advantage and achieves results.

11. IS THE TEAM REALLY A TEAM?
Before choosing this
program, consider the
questions:
Is the team really a TEAM?
A team is a relatively small
number of people (from
three to twelve) who meet
on a regular basis and are
collectively responsible for
results.
The Five Behaviors of a Cohesive Team™ has a simple goal:
To facilitate a learning experience that helps professionals
and their organizations discover what it takes to build a truly
cohesive and effective team.
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