The Five Dysfunctions of a Team and How to Fix Them

Some teams just work. Ideas flow, collaboration is seamless, and everyone trusts that their colleagues will pull their weight. When problems arise, they get addressed quickly, and people end their days feeling energized rather than drained.

Then there are the other teams. The ones where decisions are endlessly revisited, deadlines are missed without consequence, and meetings feel like a polite performance rather than a real discussion. Frustrations go unspoken, accountability is non-existent, and eventually, good employees check out.

Why does this happen?

More often than not, it comes down to five key dysfunctions that quietly derail teams, creating environments where frustration replaces productivity. If you’re leading a team, or just trying to survive in one, understanding these dysfunctions is essential.

The framework comes from Patrick Lencioni’s The Five Dysfunctions of a Team, which breaks down why teams fail and, more importantly, how to fix them. Think of a pyramid with five layers:

• Absence of trust (the foundation)
• Fear of conflict
• Lack of commitment
• Avoidance of accountability
• Inattention to results (the peak)

Each dysfunction feeds into the next. Without trust, people avoid conflict. Without healthy conflict, they struggle with commitment. Without commitment, accountability disappears. And once accountability fades, results suffer.

Let’s break down each dysfunction; why it happens, how it holds teams back, and what to do about it.

1. Absence of Trust: When People Work in Survival Mode

Trust is the foundation of any successful team. Without it, collaboration suffers because people don’t feel safe being open and honest with one another. Instead of admitting mistakes, they hide them. Instead of asking for help, they struggle in silence.

Think about a time when you worked with someone you didn’t fully trust. Did you feel comfortable sharing ideas? Were you willing to be vulnerable and admit when you needed support? Probably not.

Now imagine an entire team operating in that mindset. People hold their cards close to their chest. They assume others have hidden agendas. They avoid difficult conversations for fear of looking weak. The result? A group of individuals working near each other, but never truly with each other.

This is why trust is the first layer of the pyramid. Without it, everything else starts to break down.

How to Fix It:

Trust isn’t built overnight, and it certainly isn’t built through forced corporate bonding exercises. It grows through consistent actions, especially from leadership.

Leaders set the tone by being open about their own mistakes and challenges. When a leader admits, “I don’t have all the answers,” it creates permission for others to do the same. Team members need to see that vulnerability isn’t punished, no, it’s respected.

Another effective way to build trust is by fostering transparency. This means clear communication, open feedback loops, and an environment where admitting mistakes is seen as a step toward growth rather than a sign of weakness.

2. Fear of Conflict: When "Nice" Becomes a Problem

Picture this: A bad idea gets proposed in a meeting. The entire team knows it’s a bad idea, but no one speaks up. Instead, they nod along, afraid to create tension. A few weeks later, when the decision predictably backfires, everyone privately admits they saw it coming.

That’s what happens when teams fear conflict.

It’s not that conflict itself is bad, the problem is avoiding it. Healthy teams debate. They push back against weak ideas, challenge each other’s thinking, and refine strategies through discussion. Dysfunctional teams, on the other hand, avoid disagreement at all costs.

They tell themselves they’re being “polite” or “keeping the peace,” but in reality, they’re setting themselves up for poor decisions, unspoken frustrations, and resentment that builds over time.

How to Fix It:

Leaders need to create an environment where challenging ideas is not just accepted but expected. One way to do this is by encouraging structured debates. Assign someone to play devil’s advocate in discussions or using techniques like the “red team” approach, where one group intentionally critiques a proposal to stress-test it.

It also helps to separate ideas from people. A disagreement over strategy should never feel like a personal attack. The focus should always be on the best outcome, not on who’s right.

3. Lack of Commitment: When Decisions Are Just Suggestions

Ever sat through a meeting where a decision was made, then, the exact same topic resurfaces a week later because people weren’t really on board? That’s a sign of weak commitment.

Teams that lack commitment don’t move forward with confidence. They hesitate. They revisit discussions they should have closed. And when things go wrong, no one takes full ownership because they were never truly invested in the decision in the first place.

How to Fix It:

People commit when they feel heard. That doesn’t mean everyone has to agree on every decision, but they do need to feel like their perspective was considered. Leaders should ensure that before a decision is finalized, everyone has had the chance to voice concerns and ask questions.

Clarity is also key. Vague takeaways like “We’ll figure it out” leave too much room for confusion. Instead, decisions should be documented with clear next steps and assigned responsibilities.

4. Avoidance of Accountability: When Standards Slip

On strong teams, people hold each other accountable. If someone drops the ball, it gets addressed. Not in a hostile way, but in a way that reinforces the team’s shared standards.

On dysfunctional teams? People look the other way. They let things slide, assuming that enforcing accountability is the leader’s job. Over time, this creates a culture where low performance is tolerated, top performers feel frustrated, and standards decline.

How to Fix It:

Accountability starts with clear expectations. If people don’t know what’s expected of them, how can they be held accountable? Leaders should set and communicate performance standards, then ensure there’s a system for tracking follow-through.

It’s also important to create a culture where feedback is normal. Constructive criticism shouldn’t feel like a personal attack, it should be an expected part of working toward shared goals.

5. Inattention to Results: When Individual Wins Matter More Than Team Success

At the top of the dysfunction pyramid is the final issue, focusing on personal success over team success.

Maybe one department hits its goals while the company struggles overall. Maybe someone is more focused on looking good in front of leadership than actually contributing. When people prioritize their own success over the collective mission, the entire organization suffers.

How to Fix It:

Leaders must constantly reinforce shared goals. Success should be measured at the team level, not just by individual achievements. Celebrating team wins, tying rewards to collective outcomes, and ensuring everyone understands how their role contributes to the bigger picture helps align priorities.

Bringing It All Together

If trust is missing, everything else starts to fall apart. Without trust, teams avoid conflict. Without conflict, decisions lack commitment. Without commitment, accountability fades. And without accountability, results suffer.

But these dysfunctions aren’t permanent. They’re patterns, and patterns can be changed.

Building a strong team takes time, but it starts with leadership. Leaders who model openness create trust. Teams that embrace productive conflict make better decisions. Clear commitments lead to accountability, and accountability keeps everyone focused on shared goals.

No team is perfect, but the best teams recognize their weaknesses and take deliberate steps to improve. If any of these dysfunctions sound familiar, don’t see them as roadblocks—see them as opportunities to build something better.

Great teams aren’t just assembled. They’re developed. And that development starts today.