Patrick Lencioni's Five Dysfunctions of a Team & What It Means in New Zealand
Lencion’s Five Dysfunctions of a team provide a powerful framework to assess and guide teams to higher performance by identifying behaviours and practices that erode team performance.
Interdependent Team Behaviours - From the Bottom Up
These dysfunctions are linked - each behaviour or practice is triggered or eroded by the ones below it. It helps to read the model from the bottom up.
For example, if there is a lack of trust between team-members they will avoid (constructive) conflict, which can be the source of critical thinking and higher quality decision-making. If there is a lack go constructive conflict (or debate - see Archetype’s Five Functions of a High-Performing Team) then team-members are less likely to commit to decisions and plans.
At a higher level, without belief and commitment in decision and plans, team-members and the team as a whole are unlikely to take accountability for their decision and actions. Low accountability will probably mean little attention is paid to the outcomes and results of the teams work.
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In New Zealand, some of these behaviours are more common than we might want. They can be traced to our culture and collective psyche.
Our traditional values do not emphasise openness and vulnerability - in other words we often don’t trust one another enough to expose our fears and weaknesses. Compared to other simialr cultures, we tend not to like conflict, even constructive conflict or healthy debate, because of the tendency to take things ‘personally’. When healthy debate is lacking commitment, accountability and a focus on results are easily compromised.
However, all these behaviours can be evolved to lift the performance of a team. In New Zealand, our straight-up, egalitarian values can be the basis for extremely high team performance.
Thank you for reading.