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Lencioni explains these five dysfunctions and why they are issues in an easy to understand way that anyone can use to evaluate their own teams. I would definitely recommend this book to everyone that feels as if they struggle with their teams or is in charge of a team because of the great, thorough explanations it has. I enjoyed the read and am interested in reading other works written by Lencioni.

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The main problem that comes with this dysfunction is the need for status and ego. Lencioni explains that there is a healthy amount of status and ego that needs to be in a team, but it becomes an issue when the individual ego is greater than the collective.

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The direct consequence of avoiding accountability is low standards. If a team member is not willing to call out the lacking behavior/actions of another member, then the standards of the group on the collective effort and behaviors gets lowered.

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Lack of commitment from members in a team results in ambiguity. In order to have a successful team, it is important for all members to express their opinions whether they agree with the other members or not and understand that a compromise will not always happen. What is needed is everyone's input which could lead to ideas that are not used as the solution for one problem as the solution for a different problem.

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Dysfunction 4: Avoidance of Accountability

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Dysfunction 4: Avoidance of Accountability

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"...we have to hold each other accountable for what we sign up to do, for high standards of performance and behavior. ...most executives hate to do it, especially when it comes to a peer's behavior, because they want to avoid interpersonal discomfort" (Lencioni, 2002, pg. 98).

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"...committing to a plan or a decision, and getting everyone to clearly buy in to it. …When people don't unload their opinions and feel like they've been listened to, they won't really get on board" (Lencioni, 2002, pg. 94).

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Fear of conflict can create artificial harmony. Artificial harmony is when the only reason there is harmony in a group is because members are too afraid to share their opinions and create conflict. Real harmony comes from a group feeling comfortable with one another enough to openly create constructive conflict and being able to solve the issues together.

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"It's the lack of conflict that's a problem. …[If harmony] comes only as a result of people holding back their opinions and honest concerns, then it's a bad thing" (Lencioni, 2002, pg. 92).

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"...the tendency of team members to seek out individual recognition and attention at the expense of results... collective results - the goals of the entire team" (Lencioni, 2002, pg. 71).

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"Trust is the foundation of real teamwork. And so the first dysfunction is a failure on the part of team members to understand and open up to one another. …It is an absolutely critical part of building a team" (Lencioni, 2002, pg. 43-44).

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If there is an absence of trust within a team, it can cause invulnerability. This dysfunction is also at the base of the tringle of dysfunctions which means that to start on the process of fixing a team, trust needs to be established between the members. Without this, it will be impossible to fix the other four dysfunctions.