The Five Dysfunctions of a Team

The head of a high-tech company resigned because the company’s work was falling apart right before his eyes. “Managers achieved perfection in the art of throwing each other under the bus. The team lost the spirit of unity and comradeship—what replaced it was a tedious paperwork grind. Any job dragged on, quality fell.”

Soon, a new leader arrives, and the situation becomes even more tense—Catherine is determined to tackle the problems of the management team that have almost brought a successful company to collapse.

At what cost—and most importantly, how—she ends up succeeding, is what Patrick Lencioni tells.

Why do the “five dysfunctions of a team” arise—mutual distrust, lack of accountability, irresponsibility, fear of conflict, and indifference to results—and how to diagnose them and what to do about them? In the first part of the book, Catherine works through these questions with her team, and in the second, the author provides a detailed description of these “five dysfunctions of a team” and methods for eliminating them.