Problems with the 5 Dysfunctions Of A Team model

So, that’s the model. It’s a good framework, and it does offer some truly valuable insights.

However, “the map is not the territory”, and as we dig deeper we’ll find the framework is helpful, but surprisingly limited.

There are five main distortions that the model creates: the “5 dysfunctions” of the “5 dysfunctions” if you like!

1. It’s about dysfunction

Since when is the most helpful way to think about anything to focus on how dysfunctional it is?

Whilst we do want to pinpoint and address limiting factors in our team’s performance, far better to do so from a genuine appreciation of the strengths to build on and the opportunities to be seized.

Whilst many have attempted to fix this by simply flipping the language (absence of trust becomes presence of trust, etc.), the model remains essentially one of addressing weakness.

2. It’s over-rotated on interpersonal relationships

The 5 Dysfunctions Of A Team model brings some truly helpful insights about interpersonal relationships: the power of vulnerability-based trust, the importance of a frank debate of ideas, the importance of deciding that the team’s results takes priority over the sub-teams, and so forth.

However, the scope of the model is limited, and is primarily focused on these internal team dynamics (trust, debate, commitment and accountability, etc.).

The problem is that these are not the only issues that determine the effectiveness of a team. How about:

• the clarity of purpose of the team
• the ability of the team to secure necessary resources
• the degree of ambition and urgency within the team
• the ability of the team to extract themselves from mundane concerns to focus on high-value tasks
• the ability of the team to effectively communicate and make their ideas understood, internally and within the wider organization
• the ability of the team to make effective decisions, engage with divergent perspectives and manage complexity and ambiguity, etc.

The model is beguiling by its simplicity and humanity, but it leaves many key topics off the radar.

This has resulted in a preponderance of team-building workshops and interpersonal working styles assessments — leaving other key limitations of the team unaddressed.

I’m not diminishing the importance of interpersonal trust, frank debate, and a commitment to a shared outcome — far from it. I work on these subjects often with my clients.

But we have to think more broadly about what the limiting factors in our team’s success might actually be.

Last words:

Great job on reading, I hope you learned from this article about the dysfunctions of a team. I appreciate the support and until your next read

Keep practicing Design

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