The 5 dysfunctions of a team and how to avoid each one of them

Article originally published on?PM3 Blog

The 5 dysfunctions of a team are problems that arise in teamwork and can harm the entire business. Learn how to avoid them!

Working in the Product area or not, you probably belong to a team. Whether it’s the squad you’re in, a project you work on with others, or the entire department you work in, we’re regularly interacting and managing different relationships with stakeholders—and sometimes suffering from them because of the so-called 5 dysfunctions of a team.

Now think about the team you’re in and answer:

• Do people?openly speak their opinions?to each other?
• Are?meetings exciting?and?productive?
• If they need to make?decisions together, do they do it?quickly?
• Do people?hold each other accountable?to achieve the expected outcome?
• Do people put the?interests of the team before their personal interests?

If you answered “no” to any of the questions, your team probably faces some dysfunction.

Dysfunction - abnormal or impaired functioning. (Oxford Language)

Teams are made up of people with strengths and weaknesses, so it is normal and expected that there would be areas for improvement in their dynamics. In the book “The 5 Dysfunctions of a team,” Patrick Lencioni explains the most common problems faced by teams and how they are related.

The 5 dysfunctions of a team are arranged in order of priority in the form of a pyramid, with the?lack of trust?being the foundation of the other dysfunctions. I will present them from “top to bottom” because I believe understanding is easier this way.

1—Inattention to Team Results

Everyone can and should have their own goals, ambitions, and personal needs, but these cannot come before the team’s interests—whether due to ego, need for recognition, or career development. In strong teams, no one is satisfied until the team’s goal is satisfied.

This dysfunction tends to happen when there is no accountability among members (when people hold each other accountable to achieve the common goal).

Methodologies such as OKRs and 4DX can be very helpful here.?Defining a common goal?and implementing methods to ensure the team always stays focused on its collective result.

2—Avoiding Team Accountability

When there is no agreement among all parties regarding the team’s goal, it becomes more difficult to have peer-to-peer accountability. Even the most motivated and engaged member may feel uncomfortable “calling the attention” of a colleague who is not doing their best. This makes low performance acceptable and can make the leader, even if by influence as a Product Manager, the annoying one who keeps calling the team to focus.

Clear delivery standards, review meetings, and even rotating who leads the daily meeting help implement peer-to-peer accountability.

3—Lack of Commitment

People tend to avoid team accountability when they are not committed.?The lack of direction and commitment can partially or completely undermine a delivery!

It is not always necessary to have a consensus for decision-making. By ensuring that everyone is?open to expressing their ideas?and that there is respect, you will have a committed team, even if some disagree with the decision (and that’s okay).

Making sure people participate in important decision-making processes, seeing and understanding the reasoning behind the decision, or at least that they are heard, makes them committed to something, even if they disagree.

4—Fear of Conflicts

For people to feel comfortable in expressing their ideas,?a safe and comfortable environment?should be created where disagreeing is not a problem.

If the team is afraid to disagree with each other, they will be too careful with their words, and opinions are not actually expressed; rumors and gossip can and will arise. In this way, the great benefit of having different minds together in a squad to build something amazing together does not become a reality.

Have?team rules?defined, evident to everyone from the first moment, whatever makes sense to you. At my previous job, we say, “don’t?take it personal,” because even if tempers flare, it’s always to reach our common goal.

5—Lack of Trust

Conflicts can only be faced with transparency and respect?when there is trust between the parties. Trust is necessary for the other pillars to be sustained. If people are afraid to ask for help from each other or even offer to contribute something, there will be a significant loss of team energy and time with more minor things.

Trust based on vulnerability grows as you get to know your peers better, understand their strengths and weaknesses, and feel comfortable speaking your own. Make sure people know each other and know each other’s limitations at a minimum. For example, I know very little about technical issues and make this clear from the first moment, already aligning that I may ask questions that may seem “stupid” to the development team.

Conclusion

The 5 dysfunctions of a team are pretty common. After all, teams are made up of people who have their strengths and weaknesses. In order for a team to reach its excellence, it is essential to resolve its dysfunctions, whether these or others.

Even as Product Managers, we are constantly practicing leadership by influence and, often, directing our squad's dynamics, which directly impacts delivering our results. So, we can contribute to its improvement.