Case Study: Transforming a Team Culture
Background:
A large International Medical Devices organisation faced significant challenges with team cohesion and performance within one of its supply chain teams. The team had a history of underperformance, missed deadlines, and interpersonal conflicts, which were affecting both morale and overall productivity. Leadership decided to implement a structured team culture improvement initiative, using Patrick Lencioni’s "Five Dysfunctions of a Team" as a diagnostic tool and team coaching as the method for change.
Initial Team Assessment:
A thorough team assessment was conducted at the start of the initiative, based on the five dysfunctions of a team, which are:
Absence of Trust: Team members were hesitant to be vulnerable or admit mistakes, leading to guarded communication and a lack of openness.
Fear of Conflict: Team meetings were overly polite and avoided healthy debate, which stifled creativity and decision-making.
Lack of Commitment: The lack of open discussion and unresolved issues resulted in decisions that not everyone fully supported, leading to half-hearted execution.
Avoidance of Accountability: Peer-to-peer accountability was nearly absent, with most relying on the team leader to manage performance.
Inattention to Results: Team members were more focused on individual goals and departmental success than on the team’s collective outcomes.
The assessment revealed that the team exhibited all five dysfunctions, with a particularly strong presence of "absence of trust" and "fear of conflict."
Setting Out Values and Behaviours:
To address these dysfunctions, a set of core team values and behaviours was developed and agreed upon by all team members. These values were intended to guide interactions and decision-making:
Trust and Transparency: Team members agreed to foster an environment of openness, where vulnerability was seen as a strength. Admitting mistakes and asking for help were encouraged.
Constructive Conflict: Healthy debate was to be encouraged, with the understanding that disagreements were not personal attacks but opportunities to reach better decisions.
Commitment to Decisions: Once a decision was made, all team members would fully support and implement it, regardless of their initial stance during the discussion.
Mutual Accountability: Team members committed to holding each other accountable for results, not just waiting for the leader to do so.
Focus on Collective Results: The team agreed that the overall success of the product and team goals would take priority over individual or departmental interests.
Team Coaching Over Six Months:
The team embarked on a six-month coaching journey to embed these values and behaviours. The coaching process included:
Monthly Workshops: Facilitated by an external coach, these sessions focused on specific dysfunctions and corresponding skills such as building trust, handling conflict, and creating accountability. Exercises involved role-playing difficult conversations and providing feedback.
Individual Coaching Sessions: Each team member received one-on-one coaching to address personal barriers, such as communication styles, conflict avoidance, or fear of vulnerability.
Regular Check-ins: Every two weeks, the team leader conducted structured check-ins to assess how well the team was living up to the agreed values. Issues that arose between meetings were addressed in a timely manner to prevent them from festering.
Peer Feedback Rounds: Midway through the six-month period, the team introduced peer feedback rounds where team members shared constructive feedback on each other’s performance, focusing on how well they were contributing to the new team culture.
Goal Setting: Team members were coached to set and achieve collective goals. As part of the commitment to shared results, all project objectives were revisited and reframed around team rather than individual success.
Evaluation After Six Months:
At the end of the six-month period, another team assessment was conducted to evaluate progress. The following improvements were noted:
Increased Trust: The team had built a significant level of trust, demonstrated by more open communication and a willingness to admit mistakes. During meetings, team members were more comfortable sharing their challenges and seeking support.
Healthy Conflict: Conflict was no longer avoided. Instead of shutting down at the first sign of disagreement, team members engaged in productive debates, leading to more thoughtful and innovative solutions. The "fear of conflict" had been replaced with respect for differing opinions.
Stronger Commitment: Decision-making processes had become more robust. Because all voices were heard and considered during discussions, decisions were now clearer, and everyone was genuinely committed to their implementation.
Peer Accountability: Accountability had shifted from being the sole responsibility of the leader to being shared among all team members. Regular peer feedback sessions helped reinforce this, and team members were comfortable addressing underperformance directly.
Focus on Results: The focus on individual goals had decreased. The team became more aligned around collective results, leading to improved performance and meeting key project milestones. Productivity increased by 25%, and team morale was higher than it had been in over a year.
Conclusion:
The combination of a structured team assessment based on the "Five Dysfunctions of a Team" model and consistent team coaching led to a remarkable cultural transformation. Trust, accountability, and commitment became the norm, resulting in a more cohesive and high-performing team. This case highlights the importance of diagnosing specific team dysfunctions, setting clear values and behaviours, and providing consistent coaching and feedback to bring about sustainable change.
The success of this initiative also underscored the role of leadership in fostering an environment where teams feel safe to grow and develop new habits. The team’s improved dynamics not only enhanced project delivery but also created a positive ripple effect across the organization, inspiring other teams to undertake similar cultural transformations.