Thursday, July 21, 2011

Five Dysfunctions of a Team Overview

The Five Dysfunctions of a Team by Patrick Lencioni

Overview: Lencioni's intent is to introduce readers to his theory and encourage them to not only consider that theory, but to employ it. He does this by first presenting a fictional account of a corporate team suddenly faced with a new boss attempting to improve her new team through knowledge and application of these five dysfunctions.  This fable takes up 80% of the book.  The last 20% is devoted to using the fictional example to educate and evaluate that theory, and to offer advice for incorporating it into real settings.

Philosophy: There are five dysfunctions all teams must overcome in order to be truly productive:
The Five Dysfunctions and the Causes of Each

An interview with the Author about the 5 Dysfunctions of a Team

The Five Dysfunctions:
1.  Absence of Trust resulting from Invulnerability:
  • If the members of the team can't share their past experiences and present thoughts, they will not trust each other enough to honestly discuss future goals for the team.
2.  Fear of Conflict resulting from Artificial Harmony:
  • If the members of the team are concerned that their honest comments may throw off balance the ease they’ve created by holding back, then everyone will keep holding back.
3.  Lack of Commitment resulting from Ambiguity:
  • If the members of the team do not believe in the main goal of the team, ultimately, they will not support it.
4.  Avoidance of Accountability resulting from Low Standards:
  • If the members of the team are concerned they will insult their peers by questioning their decisions, they won’t ask the hard questions.
5.  Inattention to Results resulting from Status and Ego:
  • If the members of the team do not truly believe in the team’s ability to achieve an overarching goal, they will go rogue to save their individual career.

1 comment:

  1. Businesses realise that the more levels of motivation are available to workers, the harder they will work. Maslow also suggest that each level of motivation must be achieved before going to the next level. Once one level of motivation is met, more of that will no longer motivate the employee.
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