Editing Team management (section)

==Problems in team management==

===Absence of trust===
In [[Patrick Lencioni|Patrick Lencioni's]] book [[The Five Dysfunctions of a Team]], the absence of [[Vulnerability#Emotional|vulnerability]]-based trust – where team members are comfortable being vulnerable with each other, trust each other to help when asking for guidance, and are willing to admit their mistakes – within a team is detrimental to a team. Team leaders have to assist each other when they are vulnerable and also allow team members to see their vulnerable side, which is contradictory to the orthodox belief. If a team lacks vulnerability-based trust, team members will not be willing to share ideas or acknowledge their faults due to the fear of being exposed as incompetent, leading to a lack of communication and the hindering of the team.<ref name ="The Five Dysfunctions of a Team Book">Lencioni, P. 2002. The Five Dysfunctions of a Team. John Wiley & Sons.</ref><ref name ="Slideshare">Slideshare. 2012. The Five Dysfunctions of a Team by Patrick Lencioni.[Online]. [Accessed 15 October 2014]. Available from:http://www.slideshare.net/peterdschwartz/the-five-dysfunctions-of-a-team-by-patrick-lencioni-slides</ref><ref name ="The Five Dysfunctions of a Team Video">SamitiAlbania. 2011. Patrick Lencioni: Five Dysfunctions Of a Team.wmv. [Online]. [Accessed 15 October 2014]. Available from:https://www.youtube.com/watch?v=6sqvWEI1CVg</ref> To make vulnerability-based trust part of who you are, practice following these three steps. First, understand your vulnerabilities by looking at your past experiences and how they’ve affected you. Second, take that and create open communication where you and others can share thoughts and feelings. Lastly, view vulnerability as a way to grow stronger. By doing these things, you will build trust within yourself and your colleagues, making it a natural part of your personality and forming meaningful connections throughout your time.<ref>{{Cite news |last=Omadeke |first=Janice |date=2022-07-22 |title=The Best Leaders Aren't Afraid to Be Vulnerable |work=Harvard Business Review |url=https://hbr.org/2022/07/the-best-leaders-arent-afraid-of-being-vulnerable |access-date=2023-12-11 |issn=0017-8012}}</ref>

===Fear of conflict===
Contrary to general belief, [[Organizational conflict|conflict]] is a positive element in a team as it drives discussion. The fear of conflict is the fear of team members to argue with one another or disagree with the team leader. If team members hold back and are afraid of confronting their leader or teammates, then the concept of a team is non-existent because there is only one person who contributes and no new ideas are generated from discussions.<ref name="The Five Dysfunctions of a Team Book"/>

The fear of conflict in a team stems from an absence of trust, more specifically vulnerability-based trust. If team members are afraid to be vulnerable in front of one another, disputes can be manipulative and a means to overthrow and shame the other team member. However, if team members trust each other and are comfortable being vulnerable in front of one another, then debates can be a pursuit of a better and more effective method to achieve a task.<ref name="The Five Dysfunctions of a Team Book"/><ref name="Slideshare"/><ref name="The Five Dysfunctions of a Team Video"/>

===Lack of commitment===
When team members don't provide input on a decision, it shows that they do not agree or approve of the decision, leading to a halt in team activity and progress. Furthermore, when team members don't express their opinions, views and potential ideas are lost, hurting the project and the team. Effective communication is crucial for the success of any team. Poor communication leads to missed deadlines, conflict, and unhappy individuals. Team members should feel free to bounce ideas off of each other and provide feedback to improve the team.<ref name="The Five Dysfunctions of a Team Book"/><ref name="The Five Dysfunctions of a Team Video"/>

===Avoidance of accountability===
The avoidance of accountability in a team is the failure of team members to be accountable for the consequences of their actions. When team members do not commit to a decision, they will be unwilling to take responsibility for the outcomes of the decision.<ref name="The Five Dysfunctions of a Team Book"/>

In addition, if a lack of trust exists within the team then there will be an absence of peer to peer accountability; team members will not feel accountable towards their team members and hence will not put effort into their tasks. The team must trust and hold each other responsible so that the intention will always be for the benefit of the team and for the team to succeed.<ref name="The Five Dysfunctions of a Team Book"/>

Team leaders who are afraid of confrontation might avoid holding team members accountable when in fact they have made a mistake. Team leaders must develop the confidence to hold team members accountable so that they will feel the sense of responsibility and entitlement to the team, and learn from their mistakes. If not, then errors will not be corrected and might lead to worse problems, causing a defective team.<ref name="The Five Dysfunctions of a Team Book"/><ref name="The Five Dysfunctions of a Team Video"/><ref>Haudan, J. Peer Accountability - A Powerful Performance Driver.[Online]. [Accessed 15 October 2014]. Available from: http://watercoolernewsletter.com/peer-accountability-a-powerful-performance-driver/#.VEAv0OfzQfF</ref>

===Inattention to results===
If team leaders and team members do not hold each other accountable then they will not be concerned about the outcome of the team and whether they have achieved their goal, as they do not have a drive to obtain great results. Inattention to results causes a loss of purpose and brings into question the existence of the team.<ref name="The Five Dysfunctions of a Team Book"/>