Book Review: The Five Dysfunctions of a Team
We took an in‑depth look at one of the most important books on this topic – The Five Dysfunctions of a Team by Patrick Lencioni.
Date: 10. April 2026
Author: Julia Reimann
Categories: Personality, Personality Assessments, Insights, metaLecture
High-Performing Teams: The Art of Trust
The term “high-performing teams” is frequently used, especially when discussing the success and completion of difficult tasks or challenging projects. What really distinguishes high-performing teams from dysfunctional ones? And why are team-building workshops necessary?
SStudies on success factors agree: Trust is indispensable as the foundation for a healthy team dynamic (1)—alongside resilience, role clarity, purpose, and psychological safety. We have taken a detailed look at one of the most important books on this topic—“The Five Dysfunctions of a Team” by Patrick Lencioni.
In his book, he writes about five typical dysfunctions that can hinder a team’s performance (2). Trust is at the forefront here—indispensable and the foundation for team success. Lencioni structures his model as a pyramid, with each level building on the previous one: without trust, there can be no productive conflict; without conflict, there can be no genuine commitment; without commitment, there can be no mutual accountability—and ultimately, results suffer.
The five dysfunctions (from bottom to top) are:
- Lack of Trust
If team members are unwilling to show vulnerability, ask for help, or admit to mistakes, caution and mistrust will arise. Establishing an appropriate culture of error tolerance and, as a leader, demonstrating vulnerability and fallibility are important steps toward building greater trust within teams. - Fear of conflict (forced harmony)
At the second level lies the fear of conflict: to maintain harmony, professional disagreements are not resolved and discussions are not held openly. Decisions remain superficial, and important issues are not addressed—in English, this is often described as “walking on eggshells.” The problem is that, as a result, the best decisions are not made, and conflicts persist or even escalate. - Lack of commitment
A lack of openness in discussions leads to ambiguity among team members: decisions remain unclear or are called into question, and there is a fear of failure or doubt as to whether the chosen solution is the right one. Out of caution, even more information may be gathered before a decision is reached—the process slows down, and usually the entire team isn’t truly “on board.” Thinking through the worst-case scenario or setting clear deadlines can provide reassurance here. (3) - Avoiding responsibility
Team members shirk responsibility or try to protect themselves. They do not hold others accountable for commitments, behavior, or performance; standards decline, and responsibility falls almost entirely on the manager. In such cases, team rules and clearly defining goals and expectations can be helpful. - Lack of focus on results
The focus is now solely on individual goals rather than team goals. Everyone pursues their own interests, status, and ego instead of taking responsibility for results as a team. This leads to stagnation and demotivation within the team, and can even result in the loss of results-oriented team members. This can be countered by setting clear, publicly visible goals and providing appropriate rewards for results. (3)
How can I apply these insights?
When working with teams, the different levels of the model can provide insights into specific areas that need attention and any foundational gaps. This is precisely where team development workshops come in: Are goals clearly defined? Are there conflicts of values within the team (MVPI)? Are trust, psychological safety, and mutual respect present? Is communication clear and unambiguous, and are conflicts addressed openly? What obstacles exist within the team (HDS)?
Following a comprehensive analysis of team roles and dynamics, we move on to the next step: identifying and resolving common patterns, defining factors for team success, establishing effective communication and conflict management—and, last but not least, defining clear recommendations for action and next steps to help the team grow even closer together as a high-performing team.
Last year, we launched our new product: Team Development 2.0. We believe that satisfied teams not only work together more successfully, efficiently, and creatively—they also enable each individual to reach their full potential, work more innovatively, and feel more motivated. If you’re interested, you can find more information hier!
References:
- Hakanen, M., & Soudunsaari, A. (2012). Building trust in high-performing teams. Technology Innovation Management Review, 2(6).
- Lencioni, P. M. (2002). The five dysfunctions of a team: A leadership fable. John Wiley & Sons.
- Die 5 Dysfunktionen eines Teams: Was steckt dahinter?
All interested readers have the opportunity to combine personality assessments with the exciting topic of team development. The combination of personality traits and team success factors can provide valuable insights. Julia Reimann is looking forward to a direct exchange.
