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Overcoming the Five Dysfunctions of a Team: A Field Guide for Leaders, Managers, and Facilitators Paperback – March 10, 2005

4.6 out of 5 stars 136 customer reviews

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Editorial Reviews

Review

“Lencioni is fast defining the next generation of leadership thinkers.”—Ken Blanchard, coauthor, The One Minute Manager ä and Full Steam Ahead

From the Back Cover

Based on the New York Times best-selling book The Five Dysfunctions of a Team

"Lencioni is fast defining the next generation of leadership thinkers."
—Ken Blanchard, coauthor, The One Minute Manager™ and Full Steam Ahead

In the years following the publication of Patrick Lencioni's best-seller The Five Dysfunctions of a Team, fans have been clamoring for more information on how to implement the ideas outlined in the book.

In Overcoming the Five Dysfunctions of a Team, Lencioni offers more specific, practical guidance for overcoming the Five Dysfunctions—using tools, exercises, assessments, and real-world examples. He examines questions that all teams must ask themselves: Are we really a team? How are we currently performing? Are we prepared to invest the time and energy required to be a great team?

Written concisely and to the point, this guide gives leaders, line managers, and consultants alike the tools they need to get their teams up and running quickly and effectively.

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Product Details

  • Paperback: 156 pages
  • Publisher: Jossey-Bass; 1 edition (March 10, 2005)
  • Language: English
  • ISBN-10: 0787976377
  • ISBN-13: 978-0787976378
  • Product Dimensions: 8 x 0.5 x 9.2 inches
  • Shipping Weight: 1.1 pounds (View shipping rates and policies)
  • Average Customer Review: 4.6 out of 5 stars  See all reviews (136 customer reviews)
  • Amazon Best Sellers Rank: #10,312 in Books (See Top 100 in Books)

Customer Reviews

Top Customer Reviews

By Dirk Davis on June 5, 2006
Format: Paperback
Lencioni begins the discussion concerning overcoming the five dysfunctions of a team by asking two questions that should be asked BEFORE any team building effort:

1. Are we really a team?

2. Are we ready for heavy lifting?

His definition of a team, "a relatively small number of people...that shares common goals as well as the rewards and responsibilities for achieving them" seems logical enough, but what I really liked was his overall attitude. He seemed to suggest that if your group isn't a team, well that's OK too, but regardless, be clear about who and what you are. The heavy lifting reference simply means that building a team, similar to any marriage or other worthwhile relationship, takes a considerable investment in time and emotional energy.

Dysfunction #1 is the absence of trust, so building trust is the key to overcoming this first dysfunction. Lencioni's definition of trust in one where vulnerability is paramount thus beginning to trust starts with showing vulnerability, usually by telling some personal history story that includes some important challenge that was overcome during childhood. The reasoning for this is based on something called the fundamental attribution error. Simply stated, this is the tendency to attribute (falsely) the negative behavior of others to their character while attributing our own negative behavior to the environment. In other words, I do bad things because of the situation I've been placed in, while you do bad things because you are a bad person. This personal story exercise helps individuals to understand each other at a more fundamental level by showing how each person became the individual that they are, at least in some small way.
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This does give exercises that go with the book if you want to use it in training sessions and it leads you through how to use the concepts with your team. I think it would be valuable in an intact team. I used one of the exercises with a staff retreat recently with some success. I think it will take a skilled facilitator to use it, though.
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I'm not a big fan of management books because they tend to get long-winded, technical, and impractical. This book is none of the three.

I did not read the original book "The Five Dysfunctions of a Team: A Leadership Fable" (240 pages), but with this field guide, you don't need to read it. The field guide is 180 pages of easy reading. It's not complicated, very practical, and you don't need to be a CEO to implement the concepts.

I was pleasantly surprised and would recommend this book to anyone who labors in futility on a fumbling team. It's worth your time.
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Format: Paperback
A couple of years ago Mr. Lencioni published a book on the Five Dysfunctions of a Team. In it he listed the problems that if allowed to continue would destroy a teams effectiveness, and quite possibly destroy the team itself. As a result of questions and comments from readers he has produced this guide to specifically address how to overcome these dysfunctions.

The particular points beind addressed include:

Building Trust

Mastering Conflict

Achieving Commitment

Embracing Accountability

Focusing on Results.

Each of these points is discussed with a view towards increasing the functionality of the team. This is followed by questions and comments from participants in classes and seminars and finally by some exercises in helping to build the team.
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Not only does this book cover mistakes and problems within a team, it explains a way to address the problems. This book goes one more than, "The Five Dysfunctions of a Team: A Leadership Fable".

Don't just tell me about a problem, tell me how to fix it.

Jeff Howard
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Format: Paperback
Having read Lenconi's first book, a parable titled "The Five Dysfunctions of a Team", I was curious about this follow up title. I believe this book is better than the original title because it provides practical solutions. Lenconi recommends disclosure of a childhood vulnerability that you overcame as a starting point for building trust. Overcoming self interest by keeping common goals visible to the team is also recommended. I highly recommend this book along with Optimal Thinking: How To Be Your Best Self (to teach teams how to consistently maximize situations) and Winning (to teach leaders how to put principles into practice).
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Lencioni again speaks clear, insightful & practical knowledge and concepts. This field guide is a must-have for everyone in a position of leadership and influence. The foundations of successful team building laid out in the "Five Dysfunctions of A Team" are built upon here with real world ideas on how to overcome the problems that undermine progress and harmonious achievement.
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Abstract

Patrick Lencioni, in his book, Overcoming the Five Dysfunctions of a Team: A Field Guide for Leaders, Managers, and Facilitators, gives a detailed easy to follow plan on how to overcome the dysfunctions that many teams face. Lencioni says that teamwork is what is often missing from teams that are successful and then goes on to identify the five dysfunctions that many teams face. The five dysfunctions are the absence of trust, fear of conflict, lack of commitment, avoidance of accountability, and finally inattention to results. These five dysfunctions lay the foundation for his book as he explores each dysfunction and gives practical help on how the dysfunctions can be corrected and the team can achieve a healthy status.
The first dysfunction, absence of trust, is the foundation of a healthy team. Lencioni says, “I’ve come to one inescapable conclusion: no quality or characteristic is more important than trust.” For trust to be achieved within a team than leaders and team members must be vulnerable about their weaknesses, fears, and failures. The author goes on to give case studies of teams that lacked trust in their organization and how these teams achieved trust. Lencioni believes that team members need to reveal personal aspects of their lives so that other team members can better understand each other and put their guards down. As with all the five dysfunctions, the book gives great practices that can help teams accomplish trust.
The second issue that teams must deal with is mastering conflict. It is important to know that mastering conflict can only be accomplished after trust is established. Conflict, as described by Lencioni, as “productive, ideological conflict: passionate, unfiltered debate around issues of importance to the team.
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