book data
958 ratings,
3.87
average rating, 218 reviews
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published
March 19th 2002
by Jossey-Bass
binding
Hardcover, 229 pages
isbn
0787960756
(isbn13: 9780787960759)
description
Once again using an astutely written fictional tale to unambiguously but painlessly deliver some hard truths about critical business procedures, Patri...more
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avg 3.87
editions: all | this edition
editions: all | this edition
01/25/09
jack
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forced to read this one for work. did some awful group work with it also. really not that helpful in a bullshit retail situation.
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Read in February, 2009
Bear with me. I am doubly skeptical of models as methods versus tools (I will explain later) and of corporate literature. With that bias, this book would have been lucky to get three stars from me. Please keep that in mind.
What I mean by a model as a method versus a tool is that when a model is presented to help people try and understand how something functions I have no problem with it. Meyers-Briggs personality test is a great example. Fun to take and compare with people and get...more
What I mean by a model as a method versus a tool is that when a model is presented to help people try and understand how something functions I have no problem with it. Meyers-Briggs personality test is a great example. Fun to take and compare with people and get...more
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I've been in corporate America for just under 4 years now. In my time, I've never really bought into the majority of management strategies I've seen because well, they blatantly do not work; and if they do, its at an absurd cost of employee retention, dissatisfaction and needless overwork.
Passive aggressiveness, no accountability, scared of conflict... I see it too often, and I'm constantly frustrated by it. And just when I thought I was alone, I read this book and was completely blo...more
Passive aggressiveness, no accountability, scared of conflict... I see it too often, and I'm constantly frustrated by it. And just when I thought I was alone, I read this book and was completely blo...more
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Read in March, 2008
Was chosen for a work thing, then we all realized that it didn't apply to our group, because we actually aren't dysfunctional at all, so we scrapped our plan to discuss it and went skiing instead!
That being said, I did learn some very valuable lessons...ok, I didn't...but I did read it, at least. For the good of the team.
That being said, I did learn some very valuable lessons...ok, I didn't...but I did read it, at least. For the good of the team.
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Read in June, 2009
The 2nd Patrick Lencioni book I have read, another example of using fictional story telling to apply leadership principles. I really enjoy his approach, and I got a lot out of this read also. Simple things you already know, told with a different spin that brings more clarity to them, ignites different thoughts on how to identify or overcome them.
- Lack of trust (Invulnerability)
- Fear of conflict (Harmony anyone......)
- Lack of commitment (Ambiguity = no buy in)
...more
- Lack of trust (Invulnerability)
- Fear of conflict (Harmony anyone......)
- Lack of commitment (Ambiguity = no buy in)
...more
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Read in March, 2009
It is really a valuable book on how to form a successful team (in higher management). I do believe that the 5 elements stated here are very important. However, overcoming the dysfunctions is not as easy as it may seems. It's not enough to just read about them. But at least it helps raising the awareness what could be done better. That's a start... And I have to say that the team I'm working in is not a bad one and in desperate need of complete change. But one could always observe and try to impr...more
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It’s a good thing Brian has all these business-y type books laying around the house and office, because, quite frankly, I don’t think I’d ever pick them up otherwise. (I think it also helps that he’s right there ready to pounce on me with a recommendation the minute he sees I don’t have a book to read) I know it will come as a big shock to all of you, but I admit it, my business savvy, is, what we shall graciously call…lacking. “Five Dysfunctions of A Team” is actually one of B...more
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Read in August, 2008
recommended to GoldenjoyBazyll by:
Bonnierecommends it for: Michelle
It is a constant area of improvement for me...leadership skills. I never intended to lead teams of adults.... I am, by training, a teacher- you know the kind... REALLY LITTLE KIDS!!!!! :) I am not good at politics... I am sensitive.... I am VERY honest and hate conflict. This past six months I have been working with a leadership coach and looking at myself as a leader... where do I go wrong....where do I go right.... why do I worry so much.... the list goes on. In the end.... as it all sha...more
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Read in September, 2008
I think I enjoyed the concept of this book more than the actual implementation. Told like a fairy tale, the book tells the story of a team in trouble and a company facing internal failure. A professional "team builder" is hired as CEO to restructure and revitalize the team.
The new CEO struggles to establish a team mentality among her newly acquired executives. Rampant mistrust and confidence issues are paralyzing them. The author chronicles the steps Kathryn takes to ov...more
The new CEO struggles to establish a team mentality among her newly acquired executives. Rampant mistrust and confidence issues are paralyzing them. The author chronicles the steps Kathryn takes to ov...more
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The Five Dysfunctions of a Team
Patrick Lencioni
Jossey-Bass
In this “leadership fable,” Lencioni focuses on “the rarity” of effective teamwork, noting that “teams, because they are made up of imperfect human beings, are inherently dysfunctional.” Is teamwork therefore doomed to failure? No. According to Lencioni, productive collaboration can be achieved by certain behaviors that are “at once theoretically uncomplicated, but extremely difficult to put into prac...more
Patrick Lencioni
Jossey-Bass
In this “leadership fable,” Lencioni focuses on “the rarity” of effective teamwork, noting that “teams, because they are made up of imperfect human beings, are inherently dysfunctional.” Is teamwork therefore doomed to failure? No. According to Lencioni, productive collaboration can be achieved by certain behaviors that are “at once theoretically uncomplicated, but extremely difficult to put into prac...more
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Read in April, 2006
Treatise with illustrative story on principles of effective teaming. Integrated with a conceptual model that expresses five dysfunctions (and how to avoid them) of teams. Well-written, thoughtful, and based on the author's extensive experiences as a manager and consultant to teams. This is required reading in my college course on leading teams. Easy to read, but often the best books are simple in their clarity around important issues.
The five dysfunctions of teams identified by Lenci...more
The five dysfunctions of teams identified by Lenci...more
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Read in January, 2003
Lencioni uses the modern fable to make his points. In a very effective way, he diagnoses symptoms of teams in trouble. The model consists of a pyramid with the five challenges (Lencioni calls dysfunctions) of a team (from the bottom, up):
1) Absence of trust: stemming from an unwillingness in the team members to be vulnerable and genuinely open up with one another about their mistakes and weaknesses.
2) Fear of conflict: inability to engage in unfiltered, passionate (yet constructive,...more
1) Absence of trust: stemming from an unwillingness in the team members to be vulnerable and genuinely open up with one another about their mistakes and weaknesses.
2) Fear of conflict: inability to engage in unfiltered, passionate (yet constructive,...more
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Read in April, 2006
Consensus: Great teams understand the danger of seeking consensus, and find ways to achieve buy-in even when complete agreement is impossible. They understand that reasonable human beings do not need to get their way in order to support a decision, but only need to know that their opinions have been heard and considered. Great teams ensure that everyone’s ideas are genuinely considered which then creates willingness to rally around whatever decision is ultimately made by the group. And when th...more
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Read in July, 2006
From a blog post I wrote in 2006:
A lot of the business/management/leadership type books that I read are either so basic I just say to myself "they paid someone to write the obvious?" or so full of stats and impractical theory that Im exhausted trying to remember all the salient points and give up.
This book by Patrick Lencioni was not like that, however. He has ideas of why teams fail and the first part of the book is a fictional tale that illustrates the theorie...more
A lot of the business/management/leadership type books that I read are either so basic I just say to myself "they paid someone to write the obvious?" or so full of stats and impractical theory that Im exhausted trying to remember all the salient points and give up.
This book by Patrick Lencioni was not like that, however. He has ideas of why teams fail and the first part of the book is a fictional tale that illustrates the theorie...more
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Read in January, 2009
*personal review
Interesting narrative-explanation approach to the five dysfunctions although it may leave the reader wondering if it was all too formulaic.
Pyramid scheme (5 being the base of the pyramid)
1) Inattention to results (status and ego)
2) Avoidance of accountability (low standards)
3) Lack of commitment (ambiguity/buy-in)
4) Fear of conflict (artificial harmony)
5) Lack of trust (invulnerability)
Interesting narrative-explanation approach to the five dysfunctions although it may leave the reader wondering if it was all too formulaic.
Pyramid scheme (5 being the base of the pyramid)
1) Inattention to results (status and ego)
2) Avoidance of accountability (low standards)
3) Lack of commitment (ambiguity/buy-in)
4) Fear of conflict (artificial harmony)
5) Lack of trust (invulnerability)
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Read in April, 2009
Worthwhile. The focus is on open idea sharing as a basis for achieving agreement about decisions. The key, though, is that someone has the authority to make a decision -- it's not a democracy. That is, the goal isn't to enable consensus decision-making, it's to create a culture in which everyone feels comfortable providing their most valuable input into decision-making. The fable revolves around a CEO who develops teamwork by encouraging everyone to share their views on everything, talk togeth...more
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Read in August, 2008
A quick read. Had some useful info that I will use to improve my already fantastic team. I didn't like that it had an underlying assumption that the pursuit of profit (or whatever the organizations goals are) justifies treating people rather ruthlessly. I know it was just a story to illustrate some points, but I'd like to think that the greatest team leaders would value people as well as profits. A good team leader should be able to inspire and motivate people to bring out their strengths as ...more
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While this book didn't really help me understand what I already knew - that I work on a dysfunctional team - it helped a little bit from a therapeutic perspective and knowing that I'm not at alone in struggling to work with a team of people who barely acknowledge each other. The techniques might be helpful if we had management that found it a worthwhile pursuit to work as a team, and if more than 50% of the team actually wanted to put forth an effort...
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Read in February, 2009
recommended to Char by:
my former boss, Kirbyrecommends it for: anyone working with on a team
This book is written in parable format so it is an easy read. At the same time, it gives a lot of information on how to strengthen the teams within your workplace and life. The main character of the book models rebuilding a constructive team from one that is currently dysfunctional. As a reader you are privy to "her" thoughts as she works with members of her team.
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Read in February, 2009
This book was recommended by a person sitting next to me on a flight to Orlando. I really enjoyed this book. Lencioni tells a great story to illustrate the 5 dysfunctions of a team. The 4th or "avoidance of accountability" seems to be the trait I witness that is most common. It is often hardest to hold your peers accountable.
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