When a team doesn't work

Dr Ray Laferla (PhD), speaking to IoD members at a seminar recently about the Patrick Lencioni book, the five dysfunctions of a team, says there are several characteristics, including the following, which could cause a team to malfunction.

Team work

* Absence of trust – due to ambition, which should be replaced with excellence; competitiveness within the group, which should be co-operation and collaboration; the use of power to control, as opposed to influence.

This leads to vulnerability and self protective behaviour

* Lack of collaboration and conflict. Independence is a myth - inter-dependence is the reality. Conflict is good, but it must be managed appropriately.

* Lack of commitment. Leaders need to ensure that the mission, core values and vision are accepted by all. There must be a bigger purpose for the organization than profit. Money never makes you happy.

It will make you comfortable. Involve members in strategic decisions, and communicate effectively.

* Avoidance of accountability. When team members don’t know what is required of them, they avoid accountability. They will shift blame when things go wrong.

They also get away with sub-standard performance. Team members must apply peer pressure when performance doesn’t happen. Team members need authority and responsibility.

* Inattention to results. Here the team doesn’t get concerned about the team’s collective goal of the group. This should not be limited to financial matters only.

The balanced scorecard approach should be looking at issues relating to finance; clients; staff; suppliers; products and services; internal processes.

The long term sustainable results that the team produces are the main issue.