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Introduction
A team is a group of people that meet together to discuss issues affecting them. Companies, churches, schools, and other organizations have teams that hold meetings, and in these meetings are individuals with different ideas, beliefs, and these variations may result in misunderstanding among them. If the differences are handled correctly, they achieve better results, but if they are not treated, there will be no progress. Teams depend on several human factors to function accordingly; the virtues of life are vital in the growth and development of a team.
Question
According to Patrick Lencioni, there are five dysfunctions of a team that lead to failure; they include trust, conflict phobia, issue of commitment, accountability avoidance, and inattention to the results. In my opinion, the most significant dysfunction of them all is trust. As he explained, it is clear that for the other malfunctions to be successfully dealt with, there has to be trusted among the team members. There can never be the ability to carry out conflicts, commitment, accountability, and attention to results if they do not trust each other (Lencioni 2012). For trust to be possible in the group, there should be vulnerability among themselves; they can admit that either of them is unable to carry out an issue. Either of them should be able to acknowledge their weakness and air it out without fear of judgment from the other members. The leaders as their mentors should be the first to express vulnerability and thus influence the members to do the same; with this, the team will be in a position to handle an issue it arises. If the vulnerability enables the individuals to understand the cause of a problem arising as honesty will be a factor of input. When the members trust each other, they can openly take part in a conflict that is necessary for a team; when trust and conflict are put together, it results in a very productive meeting with excellent results.
Natural consensus will only occur when the members are vulnerable and can admit when they err. They can disagree on an issue and, at the same time, commit to each other; they can weigh in and therefore buy into the different opinions without feeling left out or demeaned (Eicher 2020). For members to openly take account of their actions, there should be trust among themselves; the leaders can confront the members or workers without fear of hurting their feelings if they trust one another. The member, too, will not feel oppressed but will instead understand the leader`s point and effectively work on it.
Sometimes leaders and also members are afraid to condemn the behaviors of some of the members due to avoidance of breaking their hurts or bruising their egos, which at the end either costs the team performance or generally costs the whole team. Therefore to prevent this, there needs to be trusted among themselves in that they can air out one`s mistakes, and the identified member will address their errs accordingly (Patrick). Trust brings the courage and audacity to face the truth without cowardice and creates a beneficial relationship among the members.
Conclusion
It is obvious how trust is a vital and demanding virtue in a team, and it is the core of the existence of understanding and clarity in all the issues related to a group or a minute. Members should embrace it and ensure that it is not a normalcy related trust but rather a vulnerability-based trust. They should be able to accept the differences among themselves and learn how to co-exist with one another.
References
Lencioni, P. (2012). The five dysfunctions of a team. A workshop for teams. Pfeiffer, a Wiley Imprint.
Patrick, M. Overcoming The Five Dysfunctions of a Team: A Field Guide for Leaders, Managers, and Facilitators (JB Lencioni Series) by Lencioni.
Eicher, L. C. (2020). The Five Dysfunctions of a Team: A Leadership Fable. College and University, 95(1), 77-78.