Dysfunction #1: Absence of Trust. This stems from individuals’ desire to not be vulnerable. Trust can start with the leader making themselves vulnerable. (See tables on book page 197)
Dysfunction #2: Fear of Conflict. This results in sarcasm and artificial harmony rather than honest, open, and productive debate and discussion. (See tables on book page 204)
Dysfunction #3: Lack of Commitment. This results in ambiguity and everyone not working toward the good of the team and its goals. (See tables on book page 209)
Dysfunction #4: Avoidance of Accountability. This results in low standards. Everyone must by into the plan and be held accountable for their role in it. (See tables on book page 214)
Dysfunction #5: Inattention to Results. This is driven by a desire for personal status and ego rather than the success of the team. (See tables on book page 218)
Additional Major Points …
1) The leader must specify that all team members be fully engaged in team meetings and activities.
2) Vulnerability can start with having all team members discuss their personal histories, including a candid discussion of their strengths and weaknesses.
3) The leader must draw out and make people say what they are really thinking, especially in times of conflict.
4) The team goal must be continually stated and kept out front.
5) You must have defined matrics for success and then follow through with measurement and evaluation.
6) The entire team is responsible for overall success, not just for their individual success.
7) Consensus is not good if it leaves all team members ultimately unhappy and uncommitted.
8) Don’t “slam” other team members behind their backs. Dissatisfaction with each other must be brought to their attention.
9) Be prepared to confront and even remove team members who are not meeting expectations.