The document outlines the five dysfunctions of a team according to Patrick Lencioni: absence of trust, fear of conflict, lack of commitment, avoidance of accountability, and inattention to results. It provides suggestions for addressing each dysfunction and the role of the leader in fostering trust, encouraging productive conflict, ensuring commitment and buy-in to decisions, holding team members accountable, and focusing on results. High-functioning teams are characterized by trusting one another, engaging in unfiltered debates of ideas, committing to and following through on decisions, holding one another accountable, and prioritizing achievement of shared goals.

1. The Five DysfunctionsThe Five Dysfunctions
of a Teamof a Team
ByBy
Patrick LencioniPatrick Lencioni

2. The Five DysfunctionsThe Five Dysfunctions
• Absence of TrustAbsence of Trust
• Fear of ConflictFear of Conflict
• Lack of CommitmentLack of Commitment
• Avoidance of AccountabilityAvoidance of Accountability
• Inattention to ResultsInattention to Results

3. Dysfunction 1Dysfunction 1
Absence of TrustAbsence of Trust
• Trust lies at the heart of a functioning, cohesiveTrust lies at the heart of a functioning, cohesive
team. Without it, teamwork is impossible.team. Without it, teamwork is impossible.
Essentially, this stems from their willingness toEssentially, this stems from their willingness to
be vulnerable within the group.be vulnerable within the group.

4. SuggestionsSuggestions
• Personal History ExercisePersonal History Exercise
• Team Effectiveness ExerciseTeam Effectiveness Exercise
• Personality and Behavioral ProfilesPersonality and Behavioral Profiles
• 360-Degree Feedback360-Degree Feedback

5. The Role of the Leader...The Role of the Leader...
• Demonstrate vulnerability first.Demonstrate vulnerability first.
• Create an environment that does not punishCreate an environment that does not punish
vulnerability.vulnerability.
• Vulnerability must be genuine, not staged.Vulnerability must be genuine, not staged.

6. Dysfunction 2Dysfunction 2
Fear of ConflictFear of Conflict
• All great relationships, the ones that last overAll great relationships, the ones that last over
time, requiretime, require productiveproductive conflict in order toconflict in order to
grow. Teams that lack trust are incapable ofgrow. Teams that lack trust are incapable of
engaging in unfiltered and passionate debate ofengaging in unfiltered and passionate debate of
ideas. Instead, they resort to veiled discussionsideas. Instead, they resort to veiled discussions
and guarded comments.and guarded comments.

7. SuggestionsSuggestions
• Mining... Someone who extracts “buried”Mining... Someone who extracts “buried”
disagreements and exposes them.disagreements and exposes them.
• Real-Time Permission... Being uncomfortable isReal-Time Permission... Being uncomfortable is
OK!OK!
• Assessment ToolsAssessment Tools

8. The Role of the Leader...The Role of the Leader...
• Demonstrate restraint when people engage inDemonstrate restraint when people engage in
conflict.conflict.
• Allow resolution to occur naturally.Allow resolution to occur naturally.
• Model conflict behaviorModel conflict behavior

9. Dysfunction 3Dysfunction 3
Lack of CommitmentLack of Commitment
• Great teams make clear and timely decisions andGreat teams make clear and timely decisions and
move forward with complete buy-in from everymove forward with complete buy-in from every
member of the team, even those who votedmember of the team, even those who voted
against the decision. This is accomplishedagainst the decision. This is accomplished
through the airing of opinions in the course ofthrough the airing of opinions in the course of
passionate and open debate.passionate and open debate.

10. SuggestionsSuggestions
• Cascading messaging... Review key decisionsCascading messaging... Review key decisions
made to be communicated consistentlymade to be communicated consistently
throughout the organization.throughout the organization.
• Clear and honored deadlines.Clear and honored deadlines.
• Contingency and Worst-Case Scenario AnalysisContingency and Worst-Case Scenario Analysis
• Low-Risk Exposure TherapyLow-Risk Exposure Therapy

11. The Role of the Leader...The Role of the Leader...
• Willingness to be wrongWillingness to be wrong
• Constantly pushing the group for closureConstantly pushing the group for closure
around issuesaround issues
• DO NOT place a premium on certainty orDO NOT place a premium on certainty or
consensus.consensus.

12. Dysfunction 4Dysfunction 4
Avoidance of AccountabilityAvoidance of Accountability
• Without committing to a clear plan of action,Without committing to a clear plan of action,
even the most focused and driven people ofteneven the most focused and driven people often
hesitate to call their peers on actions andhesitate to call their peers on actions and
behaviors that seem counterproductive to thebehaviors that seem counterproductive to the
good of the team.good of the team.

13. SuggestionsSuggestions
• Publications of Goals and StandardsPublications of Goals and Standards
• Simple and Regular Progress ReviewsSimple and Regular Progress Reviews
• Team RewardsTeam Rewards

14. The Role of the Leader...The Role of the Leader...
• Allow the team to serve as the first and primaryAllow the team to serve as the first and primary
accountability mechanism.accountability mechanism.
• Willingness to serve as the ultimate arbiter ofWillingness to serve as the ultimate arbiter of
discipline when the team fails itself.discipline when the team fails itself.

15. Dysfunction 5Dysfunction 5
Inattention to ResultsInattention to Results
• An unrelenting focus on specific objectives andAn unrelenting focus on specific objectives and
clearly defined outcomes is a requirement forclearly defined outcomes is a requirement for
any team that judges itself on performance.any team that judges itself on performance.
Inattention to results occurs when teamInattention to results occurs when team
members put their individual needs or even themembers put their individual needs or even the
needs of their “divisions” above the collectiveneeds of their “divisions” above the collective
goals of the team.goals of the team.

16. SuggestionsSuggestions
• Public Declaration of ResultsPublic Declaration of Results
• Results-Based RewardsResults-Based Rewards

17. The Role of the Leader...The Role of the Leader...
• Set the tone for a focus on results.Set the tone for a focus on results.
• Selfless and objective... reserving rewards andSelfless and objective... reserving rewards and
recognition for those who make realrecognition for those who make real
contributions to the achievement of groupcontributions to the achievement of group
goals.goals.

18. The Five Behaviors of a FunctionalThe Five Behaviors of a Functional
TeamTeam
• They trust one anotherThey trust one another
• They engage in unfiltered conflict around ideas.They engage in unfiltered conflict around ideas.
• They commit to decisions and plans of action.They commit to decisions and plans of action.
• They hold one another accountable forThey hold one another accountable for
delivering against those plans.delivering against those plans.
• They focus on achievement of collective results.They focus on achievement of collective results.

19. The Porsche Racing StoryThe Porsche Racing Story
• IdeasIdeas
• DesignDesign
• ConstructionConstruction
• PracticePractice
• Race Day!Race Day!
Decide democratically...Decide democratically...
Implement dictatorially!Implement dictatorially!