This document discusses using the Intercultural Development Inventory (IDI) and Lencioni assessments together for team development. It provides an overview of the Lencioni model of the five dysfunctions of a team and how the IDI can help identify cultural drivers that impact those dysfunctions. Specifically, it suggests which IDI dimensions may correlate with a lack of trust, fear of conflict, lack of commitment, avoidance of accountability, and inattention to results. The document also provides guidance on facilitating discussions with teams using the IDI and Lencioni profiles, focusing on areas of dysfunction and how cultural factors may be influencing team dynamics and performance.

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IDI & Lencioni
Combined insights for team development

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Our Host
Ana Villalon

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David Ringwood
Vice President of Client Development
Europe, Middle East & Africa

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What assessments do you mainly use for team development?
1. Lencioni
2. Belbin
3. MBTI
4. Team Management Profile
5. Leadership Effectiveness Analysis
Poll 1

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How important are team diagnostics/development to your
consulting practice, either now or in the future?
1. Not especially important
2. Somewhat important
3. Quite important
4. Very important
5. Absolutely critical
Poll 2

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“If I were forced to select only one
assessment tool to use with my clients for
the rest of my life, it would be the IDI.”
Tom Rand, PhD psychologist and former
Founding Owner of MRG

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Lencioni 5 dysfunctions of a Team

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Lencioni 5 dysfunctions of a Team
Lencioni is not a psychometric instrument
Lencioni can be highly subjective
Lencioni is not a cultural model
Context is still critical
IDI/Lencioni alignments are rational, not
statistical
People normally observe behaviour
- consistency drives brand
- consistency creates expectations

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Lencioni Questionnaire

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Lencioni Scoring

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5 Functions of a Team

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5 Functions of a Team
Less Likely IDI More Likely

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Mitigating IDI drivers

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Mitigating IDI drivers

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Mitigating IDI drivers

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IDI Dimensions
AFFILIATING
Giving *
Receiving
Belonging
Expressing
ATTRACTING
Gaining Stature
Entertaining
PERCEIVING
Creating
Interpreting *
MASTERING
Excelling
Enduring
Structuring
CHALLENGING
Maneuvering
Winning
Controlling
MAINTAINING
Stability
Independence
Irreproachability

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IDI Effects
Potential Mindset Effects with IDI Dimensions
Winning - Oppositional mindset (me versus you)
Gaining Stature – Comparative mindset
Irreproachability – Judgmental/rigid mindset
Excelling – “Never good enough” mindset
Potential Interpretative Biases with IDI Dimensions
Winning - Everything is a competition
Independence – Support equals Interference
Potential Assumptions with IDI Dimensions
Gaining Stature (Low) – people don’t really need recognition
Maneuvering (High) – there’s always a hidden agenda

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IDI Team ReportEnjoy being in
charge; comfortable
achieving results
through power and
influence
Less attracted to
positions of
authority and
influence; less
comfortable being
the one in charge
Energy
Suzie Smith
John Jones
Chris Williams
Sarah Edson
Beth Clark
Jennifer
Jameson
Brad Bean
0
10
20
30
40
50
60
70
80
90
100
Winning: Gaining satisfaction from acting
in a forceful, aggressive, and directly
competitive manner in order to win

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Absence of Trust
What IDI drivers do you think might impact Trust (depending on
high/low scores on IDI dimensions)? – choose your top 2
1. Excelling
2. Manoeuvring
3. Enduring
4. Winning
5. Expressing
Poll 3

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Absence of Trust
• Winning
• Manoeuvring
• Expressing
• Look at diversity along the scales when assessing IDI
team profile
• Remember points about motivation versus behaviour,
mindset effects, interpretative biases, assumption-
based thinking, eyc.

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Fear of Conflict
• Winning (avoidance)
• Receiving/Belonging (dependence)
• Gaining Stature
Lack of Commitment*
• Controlling
• Enduring
• Structuring

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Avoidance of Accountability
• Controlling
• Independence
• Giving/Receiving/Belonging
Inattention to Results
• Excelling
• Enduring
• Structuring

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Facilitation of discussion Step 1
Use hedging language and seek to validate evidentially
- makes it more likely that….
- increases the likelihood of….
- times at which people with which, circumstances under which….
- possibilty of, risk of, tendency towards, might, may…..
- examples of how it impacts the team
- times when getting it right had a positive impact
Start in an objective place
- What team practices have they seen elsewhere that really worked?

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Facilitation of discussion Step 2
Now show Lencioni Profile
- compare team dynamics against external best practices
- individual scores are not shared
- identifies where main issues are within the team
- Facilitate discussion about how this impacts team performance,
morale, etc.
Now show IDI Team Profile
- familiarise team members with IDI dimensions before profile is
revealed – remember mindset effects, biases, assumptions, etc.
- focus on dysfunctional areas and facilitate discussion about why these
areas are problematic
- validate positive characteristics
- share & pair – get team members to swap profiles and share their
surprises, insights, and implications relative to their own scores

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Questions and Discussion
Thoughts, comments, questions, professions of love, outrage