The Five Dysfunctions of a Team, Enhanced Edition: A Leadership Fable (J-B Lencioni Series)

“No buy-in. People aren’t going to hold each other accountable if they haven’t clearly bought in to the same plan. Otherwise, it seems pointless because they’re just going to say, ‘I never agreed to that anyway.’

More than any other member of the team, the leader must be comfortable with the prospect of making a decision that ultimately turns out to be wrong. And the leader must be constantly pushing the group for closure around issues, as well as adherence to schedules that the team has set. What the leader cannot do is place too high a premium on certaint

“Someone tell me what the single most important arena or setting for conflict is.” After a pause, Nick took a stab. “Meetings?” “Yes. Meetings. If we cannot learn to engage in productive, ideological

rather than on being strategically disingenuous or political with one another.

requires levels of discipline and persistence.

For the next several hours, the group took Joseph through the five dysfunctions. Nick explained the importance of trust. Jan and Jeff together covered conflict and commitment. Carlos described accountability within the context of the team, and Martin finished off results. They then reviewed Joseph's Myers-Briggs results and explained the roles and

Kathryn assured her, “I don't think anyone ever gets completely used to conflict. If it's not a little uncomfortable, then it's not real. The key is to keep doing it anyway.”

he rarely participated. It wasn't that he refused to attend those meetings (even Jeff wouldn't allow such a blatant act of revolt); it was just that he always had his laptop open, and he seemed to be constantly checking e-mail or doing something similarly engrossing.

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