The Five Dysfunctions of a Team: How I Helped a Mobile Development Team Thrive

In The Five Dysfunctions of a Team, Patrick Lencioni identifies core issues that hinder team performance: absence of trust, fear of conflict, lack of commitment, avoidance of accountability, and inattention to results. When one of my companies I worked with in mobile development team faced challenges during a critical project, I took the initiative to analyze the situation, identify these dysfunctions, and implement solutions that turned things around.

Here’s how I worked with the team to address each dysfunction while showcasing my role in finding creative, actionable solutions.

Disclaimer:
The names and situations in this article are completely made up and meant only as examples. Any similarity to actual people, living or deceased, is purely by chance.

Case Study: The Mobile Team

At XXX Tech, our mobile team was tasked with developing a personalized health tracking feature — a flagship product for our company’s entry into the healthcare market. The stakes were high, and delays were not an option. However, despite the team’s technical expertise, internal issues were derailing progress.

After observing the team’s interactions, I noticed the five dysfunctions at play. Using Lencioni’s framework as a guide, I crafted solutions tailored to our team’s needs, which we implemented together.

1. Absence of Trust

The Issue:
Team members hesitated to ask for help or admit when they didn’t know something. For example, Sarah, a senior iOS developer, struggled with HealthKit integration but avoided asking for support, fearing it would damage her reputation. This lack of trust was slowing progress.

I recognized that the root issue was a fear of vulnerability. To address this, I proposed:

• Vulnerability exercises: I initiated weekly team check-ins where we shared challenges we faced, both professionally and personally. I led by example, openly discussing a recent mistake I had made on a previous project. This openness helped others feel safe doing the same.
• Pair programming: To normalize collaboration, I paired Sarah with Alex, a colleague experienced in HealthKit. This fostered a learning environment where Sarah felt supported rather than judged.

Outcome:
By creating a culture of trust, Sarah became comfortable discussing her struggles. With Alex’s guidance, she resolved the HealthKit issue quickly. The team began collaborating more openly, accelerating progress across the board.

2. Fear of Conflict

The Issue:
During design reviews and sprint planning, the team avoided voicing concerns to maintain harmony. For example, Alex proposed a custom navigation component that didn’t align with platform guidelines, but no one challenged his idea.

I realized the team needed to see conflict as constructive, not harmful. To encourage healthy debate:

• Introduced structured feedback sessions: I implemented a “design debate” format.This encouraged everyone to share constructive critiques on proposals. I led these sessions, ensuring everyone had a chance to contribute and that discussions remained respectful and inclusive.
• Modeled healthy conflict: In one session, I respectfully challenged ALex’s navigation proposal, explaining how platform consistency could improve user experience. By doing so, I demonstrated that disagreement is part of finding the best solution.

Outcome:
In the next design review, Different team members raised valid concerns about a new UI component, leading to a productive discussion. The team adopted a platform consistent design, improving usability. Over time, these debates became a normal and valued part of the team’s process.

3. Lack of Commitment

The Issue:
The team lacked clarity on priorities, leading to misaligned efforts. For instance, Sarah worked on optimizing animations while Alex focused on data syncing, even though the sprint’s primary goal was completing onboarding flows.

I noticed this disconnect during a sprint planning session and took steps to realign the team:

• Defined clear sprint goals: I proposed setting a single, sprint goal at the start of each sprint (e.g., “Complete user onboarding flow”). I also suggested breaking the goal into measurable tasks in Jira, assigning each task to specific team members.
• Introduced task alignment check-ins: Midway through each sprint, I facilitated a brief meeting to ensure everyone’s work aligned with the sprint goal.

Outcome:
With clear goals and regular alignment, the team delivered the onboarding flows ahead of schedule. In the sprint retrospective, team members expressed how the clarity of focus improved their efficiency.

4. Avoidance of Accountability

The Issue:
Team members hesitated to address delays or quality issues. For example, John frequently delayed code reviews, holding up feature merges. Although the team noticed, no one brought it up, fearing it would create tension.

I realized that clear processes could depersonalise accountability, making it easier to address issues. To achieve this, I:

• Introduced code review agreement: I worked with the team to establish a 24-hour turnaround for code reviews, ensuring that delays wouldn’t block progress.
• Facilitated accountability-focused stand-ups: During daily stand-ups, I encouraged open discussions about blockers, emphasizing that delays were opportunities to improve processes rather than personal failures.

Outcome:
John started following the agreed process, understanding it was an important part of the team’s workflow. This created a more open environment where the team could address delays constructively, ultimately cutting the average time to merge for pull requests by 30%.

5. Inattention to Results

The Issue:
Some team members prioritized personal interests over team goals. For example, Alex focused on exploring new tools for future features, while Sarah over-invested time in perfecting animations. Meanwhile, the core app functionality remained incomplete.

I recognized that the team needed to shift focus to collective success. To achieve this:

• Proposed team-based rewards: I worked with leadership working to base bonuses and recognition on sprint goals instead of individual efforts.
• Celebrated team achievements: I organised a small celebration after completing the onboarding feature, acknowledging everyone’s contributions and reinforcing the value of collective success.

Outcome:
The team’s focus shifted to shared outcomes. With aligned priorities, they completed the MVP on time, earning praise from stakeholders. The celebration strengthened their motivation.

Conclusion: Turning Dysfunctions into Strengths

The journey of the Mobile Team demonstrates how addressing dysfunctions can unlock a team’s potential. I helped the team foster trust, embrace healthy conflict, align their efforts, and achieve collective success.

If your team is facing similar challenges, start by identifying the dysfunctions at play and take deliberate steps to address them. With persistence and collaboration, any team can overcome dysfunction and thrive.

How have you navigated team challenges? I’d love to hear your stories and share insights!