The Five Disfunction of a Team, Patric Lencioni model

Introduction

Figure 1: Five Dysfunction of a Team

According to Leigh Thompson , "a team is a group of people who are interdependent with respect to information, resources, knowledge, and skills and who seek to combine their efforts to achieve a common goal". That being so, the main feature that differentiates a Team from a group of individuals, is that their work is based on a joint effort which creates synergy, which allows each member to maximize their strengths and minimize their weaknesses.

Projects, Programs, and Portfolios (PPP) are typically delivered by teams, and fostering a collaborative environment among team members is critical to achieving high efficacy and efficiency in pursuing PPP goals. This viewpoint is supported by the PMBOK® Guide, which notes that a collaborative project team environment facilitates:

• Alignment with other organizational cultures and guidelines,
• Individual and team learning and development, and
• Optimal contributions to deliver desired outcomes.

Based on this necessity of creating synergy within the members of the group Patrick Lencioni introduced a new model, “The Five Dysfunctions of a Team" , in which he addresses the five main causes that prevent a group from being an effective team. These dysfunctions can cause significant barriers to a team's and project’s success, so they must be monitored and addressed by managers to achieve the desired goals. The five dysfunctions proposed by Lencioni are Absence of Trust, Fear of Conflict, Lack of Commitment, Avoidance of Accountability, and Inattention to Results.

The Five Dysfunctions

1. Absence of trust

The lack of trust within a team refers to the unwillingness of team members to be vulnerable with one another. This lack of vulnerability results in an absence of genuine openness and honesty, which can lead to missed opportunities and ineffective problem-solving.

According to the Cambridge dictionary " , the definition of trust is “to believe that someone is good and honest and will not harm you, or that something is safe and reliable”. This is a very accurate definition to explain what it means in the context of a team; trust is the confidence among team members that their peer´s intentions are good, and that there is no reason to be protective or careful around the group.

Trust is a crucial element in successful teamwork and is vital to creating an environment where team members feel safe to express their opinions, share ideas, and ask for help. Without trust, team members may be reluctant to collaborate, leading to a breakdown in communication and a lack of cooperation. In other words, having trust within a group requires team members to be confident that their respective vulnerabilities, weaknesses, skill deficiencies, mistakes, misunderstandings, and requests for help will not be used against them. Then, they can focus their energy and attention completely on the actual job, rather than, being wasting time and energy managing their behaviors and interactions within the group.

Trust-building is a critical component of effective PPP management, and several models highlight its importance, including the Drexler/Sibbet Team Performance Model and the Truckman Ladder Model.

Suggestions for overcoming Dysfunction 1

Achieving team trust requires that members had shared experiences and an in-depth understanding of their attributes. This is something difficult to gain and it also requires time, however, by taking a focused approach the manager can accelerate the process. Some of the tools that can be used are:

• The Personal Histories Exercise is a simple yet powerful technique for promoting team cohesion and mutual understanding. During a meeting, team members are asked to share personal information by answering a short list of questions related to their hobbies, interests, family, former jobs, and other important aspects of their lives. This exercise can enhance empathy and prevent inaccurate behavioral attributions. It is recommended to allocate a minimum of 30 minutes for this practice.

• The Team Effectiveness Exercise is a rigorous yet valuable technique aimed at improving team dynamics. To begin, team members must choose one attribute or contribution that each of their colleagues brings to the team. Additionally, each member must identify an area in which they could improve or an aspect they should eliminate for the benefit of the team. This exercise demands a some degree of trust among team members, and as such, can be a riskier undertaking.

• The 360-Degree Feedback tool is a powerful technique for collecting feedback from multiple sources, including peers, managers, customers, or other job-related individuals. This tool aims to elicit specific judgments and constructive criticism to improve individual performance and team dynamics. It is crucial to emphasize that the feedback received through this process is distinct from formal performance evaluations.

• Experimental team exercises, such as outdoor team-building activities, aim to foster collective support and cooperation among team members. However, while these activities can have benefits, they may not always translate to the workplace. Therefore, it is essential to recognize that such activities should be supplementary to more fundamental and job-relevant processes. To maximize the effectiveness of these exercises, they should be thoughtfully integrated with more relevant processes and regularly assessed for their impact on team dynamics and job performance.

Fear of conflict

Teams that lack trust are often unable to engage in unfiltered and passionate debates about ideas, resulting in vague discussions with restrained comments. This dysfunction leads to missed deadlines and low-quality work. Like any relationship, productive conflict is necessary for team growth. However, conflict is often viewed negatively, and team members may try to avoid it. It is important to note that productive conflict is limited to productive ideological conflict and excludes destructive fighting and interpersonal politics. Conflict should be limited to concepts, ideas, procedures, and debates related to the project's performance, with the ultimate goal of finding the best possible solution in the shortest amount of time. A key element of productive conflict is that it does not leave residual feelings or collateral damage after the decisions are made, and they lead directly to the next important issue.

When team members openly debate and disagree about important ideas, they can confidently commit to a decision and know that they have benefited from everyone's ideas. Conversely, when teams fail to engage in productive conflict, they risk revisiting the same issues repeatedly without resolution. By considering all perspectives and opinions, teams can make better decisions, promote a culture of innovation, and improve team cohesion.

Suggestions for overcoming dysfunction 2

Acknowledging that conflict can be productive is the first step towards addressing this dysfunction. Several techniques can be useful in facilitating healthy conflict resolution, including:

• Mining: In this technique, certain team members assume the role of "conflict miners," responsible for identifying buried disagreements within the team and placing them on the meeting agenda. This requires confidence to call out sensitive issues and a commitment to working through them objectively and thoroughly.

• Real-Time Permission: This technique involves Project Managers or Team Leaders interrupting when healthy but emotional conflict arises, and some team members feel uncomfortable. The purpose is to remind team members that the conflict is necessary, and to help drain tension, giving them the confidence to continue with the debate.

• Conflict Mode Instrument (TKI): This method, developed by Tomas Kilmann, allows team members to assess their conflict-handling modes. Individuals respond to the 30 items on the TKI tool, which are scored, and respondents can see which of the five conflict resolution approaches suits them best: competing, collaborating, compromising, avoiding, or accommodating. These approaches are based on two dimensions: assertiveness and cooperativeness. Assertiveness refers to the extent to which one tries to satisfy their own concerns, while cooperativeness refers to the extent to which one tries to satisfy the team's concerns. The goal of using this tool is for team members to understand their natural inclinations towards conflict resolution so they can make better choices in different kinds of conflicts.

By utilizing these techniques, teams can effectively manage and resolve conflicts in a way that promotes growth and fosters team cohesion.

Lack of Commitment

Without having aired their opinions team members rarely buy in and commit to decisions. This lack of commitment to decisions and goals leads to confusion and inconsistency in the way that teams work.

Successful teams make clear and timely decisions and move forward with a complete commitment from every member of the team, even those who were against the final decision. The lack of commitment is caused by two main factors:

• The desire for consensus: is important to achieve buy-in from every single member even when there is no consensus about the track that must be followed. In this case, is crucial that everyone’s ideas are genuinely considered, and that the decision is made in a common agreement.

• Need for certainty: sometimes is needed to commit to clear courses of action even when there is little assurance about whether the decision is correct. Dysfunctional teams usually delay important decisions until they have enough data, something that is not always possible.

Suggestions for overcoming Dysfunction 3

• Minutes of Meeting: involves taking a few minutes at the end of a team meeting to explicitly review the key decisions made, and settle on what are the next steps. The idea behind this is to clarify specific outcomes before putting them into action.

• Deadlines: is important to use clear deadlines for the following steps and establish dates for future decisions. By having clear timing, teams can avoid ambiguity, and achieve alignment among the members.

• Contingency and Worst-Case Scenario Analysis: for medium and high-risk projects is important to discuss contingency plans upfront by clarifying the worst-case. This usually allows them to reduce their fears by realizing the costs of an incorrect decision, so they can increase their commitment.

• Low-Risk Exposure Therapy is the demonstration of the results of decisions in relatively low-risk situations. Sometimes teams must make decisions with little analysis or research, so they usually come to realize that the quality of the decision they made was not so different from the possible decision after having done a time-consuming study of the situation.

Avoidance of accountability

Accountability refers to the responsibility and obligation of individuals to be answerable for their actions and decisions. It involves being transparent and being willing to be held responsible for any negative outcomes that result. Commonly efficient and effective teams maintain high standards of performance due to their teammate’s pressure, motivating them to improve their performance.

Is important to remark that to hold someone accountable for something, it must be a clear sense of what is expected. Without a clear plan of action, people often avoid being responsible for their behaviors. This situation can lead to missed deadlines, low-quality work, and a lack of progress.

Suggestions for overcoming Dysfunction 4

• Publication of goals and standards: clarify exactly what the team needs to achieve, who is responsible for what and how everyone must behave.
• Simple and Regular Progress Reviews: systems of checks, feedback and balances, such as performance evaluations, audits, and oversight mechanisms.
• Team Rewards: the goal is to create a sense of unity, collaboration, and shared responsibility, and to encourage team members to work together towards common goals.

Inattention to results

The final dysfunction of a team is the tendency of members to care about something other than the collective goals. They put their individual needs (ego, career development, or recognition) above the team’s collective goals. Generally, this dysfunction is related with two concepts:

• Team status: some members are only satisfied with being part of the team and are not concerned about achieving results.
• Individual status: This refers to the tendency of people to focus on their own career prospects.

Suggestions for Overcoming Dysfunction 5

First is important to make results clear, and reward only those behaviors and actions that contribute to those results. Some tools commonly used are:

• Public Declaration of Result: it involves public communication of the intended results. Teams that commit publicly to specific results are more likely to work better to achieve those results.

• Results-Based Rewards: These involves rewards and compensation, for the achievement of specific outcomes.

Team assessment

Lencioni developed a diagnostic tool based on straightforward statements that help managers to evaluate their team’s susceptibility to the five dysfunctions. In each sentence, the project or team manager should assess how often the team behaves as stated. The possible answer for each of them are usually, sometimes, or rarely and they are equivalent to 3, 2, and 1 points respectively. The fifteen statements defined by Lecioni are the following:

1. Team members are passionate and unguarded in their discussion of issues.
2. Team members call out one another’s deficiencies or unproductive behaviors.
3. Team members know what their peers are working on and how they contribute to the collective good of the team.
4. Team members quickly and genuinely apologize to one another when they say or do something inappropriate or possibly damaging to the team.
5. Team members willingly make sacrifices (such as budget, turf, and headcount) in their departments or areas of expertise for the good of the team.
6. Team members openly admit their weaknesses and mistakes.
7. Team meetings are compelling, and not boring.
8. Team members leave meetings confident that their peers are completely committed to the decisions that were agreed on, even if there was initial disagreement.
9. Morale is significantly affected by the failure to achieve team goals.
10. During team meetings, the most important—and difficult—issues are put on the table to be resolved.
11. Team members are deeply concerned about the prospect of letting down their peers.
12. Team members know about one another’s personal lives and are comfortable discussing them.
13. Team members end discussions with clear and specific resolutions and calls to action.
14. Team members challenge one another about their plans and approaches.
15. Team members are slow to seek credit for their own contributions, but quick to point out those of others.

For scaling, the manager should combine the scores in five different groups regarding each of the dysfunctions.

• Absence of trust: statements 4 6, and 12 must be considered.
• Fear of conflict: the leader should consider statements 1, 7, and 10.
• Lack of commitment: statements 3, 8, and 13 must be appraised.
• Avoidance of accountability: consider only statements 2, 11, and 14.
• Inattention to results: the statements that need to be assessed are 5, 9, and 15.

Once all the sentences are evaluated in the different subgroups, it is important to determine what is the final score of each of them. A score of 8 or 9 indicates that the dysfunction is not a problem for the team; a score of 6 or 7, indicates that the dysfunction could be a problem; and finally, a score of 5 or below indicates that the dysfunction must be addressed urgently.