When there is no commitment to a plan of action, Lencioni points out that even the most focused and driven individuals hesitate to point out problems and behaviours that are counterproductive. The leader has to force clarity and closure of issues, which again is all part of the identification and definition processes, particularly through exercises around requirements management and solutions development. Particularly competent team members can become disgruntled.
If the fear of conflict is not addressed poor decision are made which results in ambiguity and lack of commitment. The role of the leader here is to “Mine for conflict” through skilled facilitation of the process to establish objectives and how to achieve them. Whereas Tuckman suggests that all teams go through a period of conflict, Lencioni points out that if team members are lacking in trust they will not engage in robust debate. This dysfunction is an interesting alternative to the ‘storming’ stage in the Tuckman model of team development. The leader should readily admit where they need help themselves and engender trust in others by enabling everyone to contribute based on their strengths and encouraging them to seek help to address their weaknesses.
Lencioni says that the role of the leader here is to “Go first!” which fits well with a collaborative approach to determining the objectives of the project and means of achieving them. Early in the project, team members won’t have had time to make any mistakes so the leader’s focus should be on encouraging people to ask for help when they need it. This occurs when team members are unwilling to admit their mistakes and weaknesses, and don’t like to ask for help. In his book ‘The Five Dysfunctions of a Team’, Patrick Lencioni 1 explains the five potential dysfunctions on a team and what a leader can do to address them. Project, programme and portfolio management.
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