Comprehensive and Detailed In-Depth

Patrick Lencioni’s Five Dysfunctions of a Team model, referenced in the APMG Change Management

Foundation, outlines characteristics of effective teams by identifying dysfunctions to avoid: Absence

of Trust, Fear of Conflict, Lack of Commitment, Avoidance of Accountability, and Inattention to

Results. Let’s analyze each statement against Lencioni’s positive traits:

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Statement 1: "Members should be encouraged to draw attention to colleagues’ failures to

meet commitments" – This relates to accountability, a positive trait in Lencioni’s model. Effective

teams hold each other accountable, addressing underperformance constructively to maintain

standards. However, the phrasing "draw attention to failures" suggests blame rather than Lencioni’s

emphasis on supportive, team-focused accountability (e.g., “How can we help you meet this?”). In

practice, effective teams discuss commitments openly but not punitively, making this statement

misleadingly negative and thus false in the strict context of Lencioni’s intent.

•

Statement 2: "Conflict should be avoided to maintain good relationships" – This is false.

Lencioni argues that avoiding conflict (Fear of Conflict) prevents healthy debate and resolution,

weakening team performance. Effective change teams embrace constructive conflict to challenge

ideas and reach better decisions. For example, debating a change strategy’s risks ensures a robust

plan, whereas avoiding conflict might preserve harmony at the expense of quality.

Since Statement 1 misrepresents accountability’s tone and Statement 2 contradicts Lencioni’s

advocacy for conflict, neither is true. Option D reflects the APMG interpretation of Lencioni’s model,

where trust, constructive conflict, and mutual accountability define effective teams.

Reference: APMG Change Management Foundation, Chapter 6 – People and Change, Lencioni’s Five

Dysfunctions section.