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The Five Dysfunctions of a Team: A Leadership Fable, by Patrick Lencioni
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In The Five Dysfunctions of a Team Patrick Lencioni once again offers a leadership fable that is as enthralling and instructive as his first two best-selling books, The Five Temptations of a CEO and The Four Obsessions of an Extraordinary Executive. This time, he turns his keen intellect and storytelling power to the fascinating, complex world of teams.
Kathryn Petersen, Decision Tech's CEO, faces the ultimate leadership crisis: Uniting a team in such disarray that it threatens to bring down the entire company. Will she succeed? Will she be fired? Will the company fail? Lencioni's utterly gripping tale serves as a timeless reminder that leadership requires as much courage as it does insight.
Throughout the story, Lencioni reveals the five dysfunctions which go to the very heart of why teams even the best ones-often struggle. He outlines a powerful model and actionable steps that can be used to overcome these common hurdles and build a cohesive, effective team. Just as with his other books, Lencioni has written a compelling fable with a powerful yet deceptively simple message for all those who strive to be exceptional team leaders.
- Sales Rank: #182 in Books
- Color: Red
- Brand: Jossey-Bass
- Published on: 2002-04-11
- Ingredients: Example Ingredients
- Original language: English
- Number of items: 1
- Dimensions: 8.60" h x .90" w x 5.80" l, .75 pounds
- Binding: Hardcover
- 229 pages
- Great product!
Amazon.com Review
Once again using an astutely written fictional tale to unambiguously but painlessly deliver some hard truths about critical business procedures, Patrick Lencioni targets group behavior in the final entry of his trilogy of corporate fables. And like those preceding it, The Five Dysfunctions of a Team is an entertaining, quick read filled with useful information that will prove easy to digest and implement. This time, Lencioni weaves his lessons around the story of a troubled Silicon Valley firm and its unexpected choice for a new CEO: an old-school manager who had retired from a traditional manufacturing company two years earlier at age 55. Showing exactly how existing personnel failed to function as a unit, and precisely how the new boss worked to reestablish that essential conduct, the book's first part colorfully illustrates the ways that teamwork can elude even the most dedicated individuals--and be restored by an insightful leader. A second part offers details on Lencioni's "five dysfunctions" (absence of trust, fear of conflict, lack of commitment, avoidance of accountability, and inattention to results), along with a questionnaire for readers to use in evaluating their own teams and specifics to help them understand and overcome these common shortcomings. Like the author's previous books, The Five Temptations of a CEO and Obsessions of an Extraordinary Executive, this is highly recommended. --Howard Rothman
From Publishers Weekly
In keeping with the parable style, Lencioni (The Five Temptations of a CEO) begins by telling the fable of a woman who, as CEO of a struggling Silicon Valley firm, took control of a dysfunctional executive committee and helped its members succeed as a team. Story time over, Lencioni offers explicit instructions for overcoming the human behavioral tendencies that he says corrupt teams (absence of trust, fear of conflict, lack of commitment, avoidance of accountability and inattention to results). Succinct yet sympathetic, this guide will be a boon for those struggling with the inherent difficulties of leading a group. 100,000 first printing.
From Library Journal
Building a cohesive team is not complicated, declares Lencioni, president of his own management consulting firm and author of The Five Temptations of a CEO. Departing from the dry, theoretical writing of many management books, he presents his case in the context of a fictional organization, and in doing so succeeds at communicating his ideas. The story is about a female CEO who is hired to bring together a dysfunctional executive staff to work as a team in a company that just two years earlier had looked promising. The scenarios that follow are recognizable and can be applied anywhere teamwork is involved, whether it is a multinational company, a small department within a larger organization, or a sports team. The five dysfunctions discussed are absence of trust, fear of conflict, lack of commitment, avoidance of accountability, and inattention to results. At the end of the story, the main points are summarized, and clearly written suggestions and exercises are offered to help bring about change. Concise and easy to follow, this book is recommended for academic and public libraries with management collections and for anyone who is a member of a team that needs improvement. Bellinda Wise, Nassau Community Coll. Lib., Garden City, NY
Copyright 2002 Cahners Business Information, Inc.
Most helpful customer reviews
263 of 284 people found the following review helpful.
Finally! Another VERY helful and applicable management book!
By Manny Hernandez
By dedicating 90% of his book to a so-called leadership fable, Patrick Lencioni very effectively conveys the very essence of the model he proposes in order to deal with dysfunctional teams. Though the story he presents is that of a hypothetical newly appointed CEO of a distressed start-up and (in the beginning of the story) her highly dysfunctional executive team, the model is perfectly applicable to any team throughout most organizations.
The model consists of a pyramid with the five dysfunctions of a team (from the bottom, up):
1) Absence of trust: stemming from an unwillingness in the team members to be vulnerable and genuinely open up with one another about their mistakes and weaknesses.
2) Fear of conflict: inability to engage in unfiltered, passionate (yet constructive, though it may strike you as odd) debate.
3) Lack of commitment: no buy in and commitment can be expected when ideas and opinions have not been aired and genuinely taken into consideration prior to a decision.
4) Avoidance of accountability: without commitment to a clearly defined set of goals, team members will hesitate to call their colleagues on their actions and behaviors that are counterproductive for the team.
5) Inattention to results: Lencioni brings it all home through the realization that avoidance of accountability leads to a state where team members tend to put their individual needs above the team's collective goals.
Throughout the last leg of his book, Lencioni contrasts how dysfunctional teams behave by comparing them to a cohesive team in the case of each of the five dysfunctions. He also provides suggestions on overcoming each of the dysfunctions and insights into the role of the leader in this process, all in a very structured and to-the-point way. Complementing this, he provides a Team Assessment tool to help determine where your team is at in terms of each of the five elements of the model.
As much as the book can be digested without too much trouble in 2-3 straight hours, it is inevitable (unless you are fooling yourself or you operate in a very healthy team) to have your managerial wheels in your mind turning at full speed by the time you are done with it. As a manager and an avid reader, I welcomed this book with open arms because I found it to be very useful and readily applicable. Now comes my challenge in putting it to use.
308 of 343 people found the following review helpful.
Chief Innovation Officer, SmartLeadership.com
By Kindle Customer
This book is helpful to anyone who serves on a team and specifically helpful for team leaders. You will see yourself and your team in this book. More than that, you will find specific steps you can take to make your team better. Through a real life fable, Pat leads you through the steps you need to take to move a team from dysfunction to health. You will find a clear model as well as examples that are as relevant as your last meeting.
As I read this book I discovered:
1. A vocabulary I can use with my team to discuss dysfunction.
2. A self-analysis that will get the discussion started.
3. A clear model for implementation.
As a team leader, this book challenged me to:
1) Lead selflessly
2) Take risks
3) Encourage conflict
4) Embrace the power of meetings
4) Direct my team around a common theme
This book is simple, practical and filled with wisdom. Highly recommended.
57 of 62 people found the following review helpful.
Good framework for ensuring you have a healthy work environment
By Jonathan Licis
I found this book to be Patrick's best - An easy read with a great structure for keeping your team healthy. Strongly recommended if your team has more then its fair share of politics. If you have this, start at the first dysfunction and work your way up!
Summary - A start up has just hired a new CEO, an older woman with operational experience in bricks-and-mortar companies where she had to deal with a dysfunctional team, including one especially venomous worker.
The framework of the 5 Dysfunctions:
* The first dysfunction is an Absence of Trust. This happens when team members are not open with one another about their mistakes and weaknesses.
* This sets the tone for the second dysfunction - The Fear of Conflict. Teams that lack trust are unable to engage in unfiltered and passionate debate of ideas. Instead they resort to veiled discussions and guarded comments.
* The lack of healthy conflict is a problem because leads to the third dysfunction - Lack of Commitment. Without having aired their opinions in the course of passionate and open debate, team members, rarely, if ever buy in and commit to decisions, though they may feign agreement during meetings.
* Because of this lack of commitment, team members develop the fourth dysfunction - Avoidance of Accountability. Without committing to a clear plan of action, even the most focused and driven people often hesitate to call their peers on actions and behaviors that seem counterproductive to the good of the team.
* Failure to hold one another accountable create an environment that leads to the fifth dysfunction - Inattention to Results, which can thrive where individuals put their needs (ego, career development, or recognition) above that of the team.
Some additional nice bits from the book:
* Trust lies at the heart of a functioning, cohesive team. Without it, teamwork is impossible.
* Trust is the confidence among team members that their peers intentions are good, and that there is no reason to be protective or careful around the group.
* Teams that lack trust spend inordinate amounts of time and energy managing their behavior and interactions within the group.
* Members of teams with an absence of trust: Conceal their weaknesses and mistakes from one another, Hesitate to ask for help or provide constructive feedback, Hesitate to offer help outside their own areas of responsibility, Jump to conclusions about the intentions and aptitudes of others, without trying to clarify them, Fail to recognize and tap into one another's skills and experiences, Waste time and energy managing their behaviors for effect, Hold grudges, and Dread meetings and spend time to avoid spending time together
* Vulnerability based trust cannot happen overnight. It requires shared experiences over time, multiple instances of follow-through and credibility, and an in-depth understanding of the unique attributes of team members.
* Leader must risk losing face and being vulnerable in front of the team so that the team can do likewise.
* It's ironic that so many people avoid conflict in the name of efficiency when healthy conflict saves so much time compared to back-channel attacks and maneuvering.
* Teams that fear conflict: Have boring meetings, Create environments where back-channel politics thrive, Ignore controversial topics that are critical to the team success, and Fail to tap into all the opinions and perspectives of team members
* Monuments of truth are best handled by face-to-face, not email.
* Big issue "a fractured team is like a fractured bone; fixing it is always painful and sometimes you have to re-break it to heal it fully. And the re-break always hurts more because it is intentional"
* "it is very possible that some of us here won't find the new company to be the kind of place where we want to be"
* 2 rules of a meeting: be present and participate.
* Questions to know people better: Hometown. Number of kids. Childhood hobbies. Biggest challenge in growing up, first job, etc.
* Politics is when people choose their words and actions based on how they want others to react rather than based on what they really think.
* No trust = No Open Conversation = Artificial Harmony.
* If people don't unload, they won't get on board.
* Listen, Assess, then DO!
* Disagree and Commit!
* Every great movie (meeting) has conflict.
* You will fight - about issues. But that is your job.
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