Therefore, each team member must be able to speak up and provide feedback in an atmosphere of trust. Yet, most people tend to fear conflict and hence team members are likely to repress anger or frustration and will avoid confrontation. Conflicts are therefore helpful in team discussions.
Without trust there is no serious debate about important organisational topics. O Look forward to meetings and other opportunities to work as a group (p. O Offer and accept apologies without hesitation O Focus time and energy on important issues, not politics O Appreciate and tap into one another’s skills and experiences O Take risks in offering feedback and assistance O Give one another the benefit of the doubt before arriving at a negative conclusion O Accept questions and input about their areas of responsibility In a nutshell, members of trusting teams: Repeat this cycle and trust will slowly become the foundation of the pyramid. Once the team manager takes the lead, others will hopefully follow. In this case, managers can ask help from their team members when admitting their own weaknesses.
The fear of being vulnerable prevents the building of trust. Throughout the fable of Kathryn’s journey towards team-based leadership, Lencioni sums up the five dysfunctions that are impeding the firm’s growth: The second part of the book zooms in on Lencioni’s “five dysfunctions". 18) Slowly she succeeds in showing her colleagues – who failed to have worked as a cohesive unit – that teamwork is key to overcome any organisational shortcomings. However, “what she could not have known when she accepted the job, however, was just how dysfunctional her executive team was, and how they would challenge her in ways that no one before had ever done.” (p. Kathryn is a 57-year old traditional manager who has a “an amazing gift for building teams”. The first part of Lencioni’s bestseller tells the fictional story about DecisionTech, a Silicon Valley-based firm in deep trouble.
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