Overcoming the Dysfunctions

We’ll now look at how you can address each of the five dysfunctions:

1. Absence of Trust

It takes time to build trust in a team, and it’s important to realize that trust has to begin with you. This means keeping your word, being honest, and being a good role model. You need to show your people that you’re willing to work just as hard as they are, and that you’ll support them when they need help.
If you’re gaining the trust of a new team, then “open up” first. Tell your people your background, some stories about your achievements, and, most importantly, admit to some imperfection. If you show that you’re willing to be vulnerable, it will likely help them open up to you as well.
It might be more difficult to convince people to trust others. Your people may have broken one another’s trust in the past. Or the team might be new, with no past relationships to build on.
Make it clear that you expect people to behave in a trustworthy way. Discourage gossip, and reward good team behavior.
You can take a small step toward building trust between your people by doing a “getting to know you” or icebreaker exercise. Have everyone sit down together and, one by one, go around and answer a few personal questions. Your team members could talk about where they grew up, what their favorite hobbies are, or the challenges they went through in high school or in their first job.

2. Fear of Conflict

If your people are avoiding conflict, then start by explaining to them that conflict can be productive when it’s not personal. Encourage them to challenge one another’s ideas when they disagree, and to engage in healthy, spirited debate.
This can be tough at first, especially for shier members of your team. Engage everyone by asking point-blank, open-ended questions during meetings. (Our article on Constructive Controversy offers further insight into getting your team involved in productive debate.)
If you suspect that team members are going through deeper, more personal conflict, Bell and Hart’s Eight Causes of Conflict can help you identify the source.
It’s also useful to train your people in conflict resolution.

3. Lack of Commitment

If your team is going to succeed, then everyone needs to support the decisions made by the team, and be committed to achieving its objectives.
To get support for decisions, involve people in the decision-making process where appropriate. Everyone won’t always agree on the best course of action, but you can make sure that people have a say in decisions by organizing team decision-making effectively. Make sure that everyone has had a chance to voice their opinion, including the less vocal members of your team.
When a decision leads to change, work on building support, and be open about how decisions were made.
To encourage commitment, you also need your people to make their own decisions in good time, even when facts are uncertain. Highlight the consequences of not making timely decisions, and encourage people to use their initiative to take things forward.
Also, set clear deadlines for team members, so they’re forced to commit to a course of action, and avoid micromanagement – this can lead to people referring every decision to you, rather than dealing with issues themselves.

4. Avoidance of Team Accountability

Your people need to be accountable to themselves and, importantly, to other members of the team.
Start by making sure that everyone is taking responsibility for their own work and actions.
Then use a team charter to highlight people’s roles and responsibilities within the team, as well as team objectives. This makes it clear who is responsible for what, so that people are less likely to shy away from what they’re accountable for.
Also, encourage team members to give one another regular mutual feedback on their work, behavior, and achievements. This is especially important when people are performing badly, or not taking responsibility for their work.
Lastly, try setting up a system of team rewards. This promotes team accountability because people are unlikely to want to “let down” their colleagues with their own poor performance. It also encourages team members to support and provide feedback to poorly performing colleagues, and motivates them to use their initiative and put in extra work when this is needed to achieve the team’s objectives.

Tip:
Although your aim is to promote team accountability, you also need to step in and deal with poor performance. Use your best judgment here – take action as soon as possible if people are performing badly.

5. Inattention to Team Objectives

To overcome this dysfunction, make sure that your team members are focusing on the real goals of the team and organization.
Mission statements and (again) team charters are helpful for highlighting your team’s goals in a clear and obvious way. Once everyone knows what the team is working towards, it’s harder for people to misunderstand or ignore those goals in a self-interested way.
Also, use tools like Management by Objectives and KPIs to align people’s own objectives with the objectives of the team and organization.
You also need to set an example yourself. Make sure that you’re staying as focused as possible on the team’s goals, and that you are working tirelessly to accomplish them.

Key Points 
In his 2002 book, “The Five Dysfunctions of a Team,” author Patrick Lencioni identified five common problems that affect team performance.The five dysfunctions are:
Absence of trust.
Fear of conflict.
Lack of commitment.
Avoidance of team accountability.

Inattention to team objectives.Use your awareness of the five dysfunctions to recognize issues as they happen, so that you can help your team to be more effective. And remember that these are just five of the factors that can affect the performance of your team, so use these alongside other team effectiveness tools.

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