Dysfunctional Teams

Also this week, we heard about a book called “The Five Dysfunctions of a Team” by Patrick Lencioni, which explores the driving forces behind group politics, and introduces a compelling framework for how teams fail. Lencioni argues that all teams are potentially dysfunctional, as they are made up of fallible, imperfect human beings. He believes that the five team dysfunctions are:

1. 1. An absence of trust – fear of being vulnerable with team members prevents the building of trust within the team

1. 2. Fear of conflict – desire to preserve artificial harmony stifles the occurrence of constructive passionate debate

1. 3. Lack of commitment – feigned buy-in for group decisions leads to ambiguity and lack of perseverance

1. 4. Avoidance of accountability – need to avoid interpersonal discomfort prevents team from being accountable for counterproductive behavior

1. 5. Inattention to group results – focus on personal success, status and ego ahead of team success

Counter to conventional wisdom, Lencioni asserts that the causes of dysfunction are both identifiable and curable; teams with the courage and discipline to authentically face the inevitable sources of dysfunction can become high performing, cohesive teams.

We believe that while a co-founder leadership structure has certain unique advantages, it also has its pitfalls. As a team, we work hard to identify our inherent advantages and play to our strengths. More importantly, we also know we must hold each other accountable for addressing – and attacking – our weaknesses. As such, we believe we have a responsibility to actively seek out resources and situations that catalyze self-reflection, and continuously challenge our status quo to ensure that the sum of our group is greater than its individual parts.

More here and here.

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