The 5 Dysfunctions of a Team

In my opinion, this is the most revolutionary book in the management structure that focuses on the 5 most common issues that teams within any business and any industry encounter—from sports teams to tech companies. It focuses on creating a hub for debate and accountability to achieve the team's goals over personal goals and sets them out in a pyramid, where the first dysfunction must be overcome for the next to be. I’m going to walk you through the 5 dysfunctions and explain how to overcome them to have a more productive company and a motivated workforce!

In my opinion, this is the most revolutionary book in the management structure that focuses on the 5 most common issues that teams within any business and any industry encounter—from sports teams to tech companies. It focuses on creating a hub for debate and accountability to achieve the team's goals over personal goals and sets them out in a pyramid, where the first dysfunction must be overcome for the next to be. I’m going to walk you through the 5 dysfunctions and explain how to overcome them to have a more productive company and a motivated workforce!

Absence of Trust

Trust is the foundation of a cohesive team, and without it, teamwork is impossible. In the context of building a team, “Trust is the confidence among team members that their peer's intentions are good.” There should be no reason for any team members to be careful or protective around the group—essentially, teammates must be comfortable with being vulnerable. Teams without trust dread meetings and don’t help each other out as they’re not comfortable with admitting failures or weaknesses, which can lead to tension and unproductivity. Management is focused on people, so teams have to understand each other as people. That’s why my solution to building trust is to have small team-building exercises:

Personal Histories Exercise: It sounds ridiculous, and this won't build vulnerability overnight, but it’s a baby step towards knowing each other better. The exercise is going around the room and telling each other your hometown, number of siblings, an anecdote from your childhood, hobbies, etc. Essentially, learn things about your peers that you need to just engage in simple small talk to overcome that surface level of tension and open up a bit.

The Team Effectiveness Test: Now the next layer comes in a bit harder—and its focus is based on being vulnerable because you’ll hear things you do and don’t like. Everyone will, one by one, go around the room and say each team member’s biggest contribution to the team, as well as one area they need to work on or eliminate for the benefit of the group. It’s going to be awkward, but it will offer everyone constructive feedback to improve on—everyone just has to accept to not hold any grudges based on it, as that is the opposite of vulnerability.

Fear of Conflict

Healthy conflict is the lifeblood of any successful team, but let’s face it—most of us naturally shy away from it. We don’t want to ruffle feathers or create tension, so we avoid tough conversations. But without conflict, teams end up in a state of artificial harmony where real issues are swept under the rug. This fear stifles innovation and prevents the best ideas from bubbling up.

Patrick Lencioni argues that conflict is essential because it pushes the team to explore different perspectives and come to better decisions. To overcome the fear of conflict, it’s important to foster an environment where debate is seen as a positive force. Start with Conflict Norming—set clear expectations that conflict isn’t just allowed, it’s encouraged. You can even introduce a simple rule: every decision should be debated before it’s finalized. It’s uncomfortable at first, but as the team gets used to this, they’ll find that healthy conflict leads to stronger, more well-rounded outcomes

Lack of Commitment

Commitment is about buy-in. When team members don’t fully commit, it’s usually because they don’t feel heard or they’re unsure of the decision. This indecision can paralyze a team, making it hard to move forward. Lencioni points out that a lack of commitment often stems from a fear of conflict—when people aren’t fully engaged in the debate, they’re less likely to buy into the final decision.

To build real commitment, the team needs to make sure everyone is on the same page. After a decision has been made, take a moment for a Commitment Check. Go around the room and have each person voice their understanding of the decision and their role in it. This might seem tedious, but it’s a powerful way to ensure everyone feels included and responsible for the outcome. When everyone knows what they need to do and why it matters, commitment naturally follows.

Avoidance of Accountability

Let’s be real—holding people accountable is tough. No one likes being the bad guy, and it’s easy to let things slide to keep the peace. But when team members avoid holding each other accountable, it’s a slippery slope toward mediocrity. According to Lencioni, teams that avoid accountability let standards slip, which can lead to frustration and resentment within the group.

To foster a culture of accountability, try implementing Regular Accountability Check-ins. These aren’t about pointing fingers but about creating a routine where everyone shares their progress and obstacles. It’s about building a system where accountability is normalized, so it doesn’t feel like a personal attack but rather a collective effort to keep the team moving in the right direction. Over time, this helps to create a sense of shared responsibility, where everyone feels comfortable calling out and being called out when things start to go off track.

Inattention to Results

The final dysfunction Patrick Lencioni discusses is Inattention to Results, which happens when team members prioritize their individual goals over the success of the team. This dysfunction can cripple a business because the focus shifts from the team’s collective objectives to personal achievements or recognition. When team members are more concerned with status or ego, it creates division and detracts from the team’s overall performance.

To combat this, Lencioni suggests refocusing on team-based outcomes. Start by making the team’s goals public, ensuring everyone knows what they’re working toward. Then, hold regular progress reviews to track the team’s collective achievements. Finally, implement team-based rewards to incentivize group success rather than individual accomplishments. When the team’s success becomes the priority, the focus shifts from personal gain to collective victory, allowing the team to thrive.