The Five Dysfunctions of a Team

The head of a high-tech company resigned as the company's work was falling apart before his eyes. "Managers have perfected the art of undermining each other. The team has lost its spirit of unity and camaraderie, replaced by tedious obligation.... Any work dragged on, and quality declined." After some time, a new leader arrives at the company, and the atmosphere intensifies - Catherine is determined to address the problems of the management team, which nearly led the successful company to collapse. At what cost, and most importantly, how does she ultimately succeed, is what Patrick Lencioni reveals. Why do the "five dysfunctions of a team" arise - mutual distrust, lack of commitment, irresponsibility, fear of conflict, and indifference to results, how to diagnose them, and what to do about them? In the first part of the book, Catherine and her team tackle these questions, while in the second part, the author provides a detailed description of these "five dysfunctions of a team" and methods for their elimination.