Team Dysfunctions Assessment
Diagnose your team's health across the five dysfunctions identified by Lencioni — and identify the specific interventions that will have the most impact.
Purpose: Patrick Lencioni's (2002) model of team dysfunction identifies five interrelated barriers to team effectiveness, each building on the one below: absence of trust, fear of conflict, lack of commitment, avoidance of accountability, and inattention to results. This assessment measures the inverse — team health — across all five dimensions, giving your team a clear picture of where you are strong and where you most need to invest.
Instructions: Rate each statement from 1 (Strongly Disagree) to 5 (Strongly Agree). Answer based on how your team actually operates — not how you would like it to. For the most useful results, have the whole team complete this and compare scores.
1.Team Trust
The degree to which team members feel safe being vulnerable — admitting mistakes, acknowledging weaknesses, and asking for help (Lencioni, 2002).
Team members admit their mistakes and weaknesses to each other without fear of judgement or embarrassment
We ask for help and support from each other freely — no one needs to appear to have all the answers
We are confident that our teammates have good intentions and are working toward the same goals
2.Constructive Conflict
Whether the team engages in genuine, productive debate about ideas — rather than artificial harmony or destructive interpersonal conflict.
We have open, honest debates about ideas and strategy — including difficult topics — without it becoming personal
Team members speak up directly when they disagree, rather than staying silent and complaining afterwards
Our meetings produce real decisions rather than artificial consensus or recycled conversations
3.Shared Commitment
The extent to which all team members are genuinely aligned and committed to collective decisions — even when they initially disagreed.
Once a decision is made, the whole team commits to it — even those who disagreed during the discussion
We leave meetings with clear agreements about who will do what and by when
Team members are aligned on the team's priorities and direction — not pursuing separate agendas
4.Peer Accountability
Whether team members hold each other to account for performance and behaviour — not just relying on the leader to do it.
We call each other out when someone doesn't deliver what they committed to — respectfully but directly
We hold each other to the same high standards of performance and behaviour that we hold ourselves to
There is no 'teflon' behaviour on our team — we all feel responsible for maintaining our collective standards
5.Collective Results
Whether the team prioritises collective success over individual status, ego, or departmental agendas.
Team members genuinely celebrate each other's successes, because they see them as team wins
We prioritise team goals over individual visibility, recognition, or departmental objectives
When the team falls short of its goals, we take collective responsibility rather than attributing blame