Notes from 53rd International STC Conference
Las Vegas, Nevada, May 7-10, 2006

Five Dysfunctions of a Team
Round-Table Presentation within Progression, "Winning Management: Managing Projects"

Paul Mueller
Based on the book "Five Dysfunctions of a Team", by Patrick Lencionc

Session Description: The presenter discussed how to recognize five major dysfunctions of a team – (1) absence of trust, (2) fear of conflict, (3) lack of commitment, (4) avoidance of accountability, and (5) inattention to results – and how to correct them.

• Positive teamwork experience
   
• Team trusts each other.
• Team engages in healthy, unfiltered discussion of ideas.
• Members commit to the decisions and plans for action.
• Members hold each other accountable for deliverables and for actions.
• Team stays focused on achieving collective goals and results.
• Pyramid: from bottom to top
   
• Trust
• Conflict
• Commitment
• Accountability
• Results


• Dysfunction #1: Absence of trust (invulnerability)
   
• Symptoms:
   
• Not honest about own strengths, weaknesses, mistakes
• Don't ask for help when needed
• Can't build a solid foundation on which to build and moved forward.
• Things to help develop and improve trust levels:
   
• Brown-bag lunches with 3 things others don't know about you.
• Who am I discussions: 5-minute overviews
• 15 Minutes of Fame: sharing ideas without judgment
• Learn how others communicate and resolve conflict (strength deployment inventory—red/blue/green – relating to others)
• Docquementation Brick: self-awarded when make a mistake... share for others to learn.
• Leaders willing to say, "I made a mistake... I was wrong... I'm sorry... I don't know... do you?"
• Leadership maxim: Don't take yourself so seriously!


• Dysfnction #2: Fear of conflict (artificial harmony)
   
• Symptoms:
   
• Afraid to tell the truth. Don't be negative, he/she may not support you later.
• No honest discussion and passionate debate to find the best solution.
• Guarded comments, "yes people," and "group think."
• Things to help develop and improve trust levels:
   
• Focus discussions on ideas, not people.
• Support discussion and encourage disagreement, without repercussions.
• Have more assertive team members speak up and say, "I don't agree…"
• Lead by example, both within the team and outside the team.
• Refer to previous decision and don't rehash without significant change in conditions.
• Close back-door avenues, bring everyone together for the discussion.
• Leadership maxim: listen for 4 minutes. Give everyone an A.


• Dysfunction #3: lack of commitment (ambiguity)
   
• Symptoms:
   
• Limited buy-in from the team ("I don't like the idea anyway." "I told you so." Without telling)
• False, passive agreement without support (talking behind backs—through the grapevine)
• Members don't give 100% effort.
• Flip flop decisions and rehashing ideas.
• No clear plan of action (members avoid action items)
• Few volunteers and no one is passionate about the solution.
• Things to help develop and improve trust levels:
   
• Decision types: tell, sell, test, consult, joint.
• Team discussions and smaller group discussion to get folks to open up and share.
• Get group of folks who disagree with current plan together to define alternative solution.
• Develop and communicate a clear plan of action.
• Support final decision, learn from mistakes, and adjust plan as needed.
• Leadership maxim: more than 1 right answer.


• Dysfunction #4: avoidance of accountability (low standards)
   
• Symptoms:
   
• "It wasn't my idea, so who cares if it fails."
• "It's not my fault." (no support for each other)
• Members don't hold each other accountable when deliverables are late or incomplete
• Members don't point out counterproductive actions of others
• Things to help develop and improve trust levels
   
• Support team members to discuss and resolve issues directly with each other.
• Support the team when you talk with other teams across the company.
• Establish clear, static job criteria and hold everyone accountable.
• Consistent, annual job reviews and semi-annual discussions about progress and goals.
• Tell each other the truth, and manage team members up... or out (topgrading)
• Do not accept bad behavior against teamwork.
  Respect each other (I need...)
• Leadership maxim: invite others into your tent—discuss actions and effects.


• Dysfunction 5: inattention to results (status and ego)
   
• Symptoms:
   
• Individual needs put ahead of collective goals (ego, career, awards, and recognition)
• Motivated by individual growth rather than team achievement
• Wordsmithing results for positive spin
• Don't achieve the initial goals and objectives
• Things to help develop and improve trust levels:
   
• Give credit to the team, not to yourself, and focus on the team or our team, not my team or, even worse, my people.
• Reward members based on group goals and objectives (less individual) and celebrate as a team (lunch, mini golf, bowling)
• Recognize teamwork and the groups who exhibit the characteristics you want all to have.
• Focus on clear objectives, and honestly track, communicate, and address results.
• Recognize failures as a team (post mortem).
• Learn from mistakes and don't be afraid to make some.
• Leadership maxim: provide the north star, so everyone knows the goal and direction!


• Candor with team members concerning problems from up the management chain is appropriate, but only if you have also expressed the issues candidly with upper management. Everything has to be in the open.