What To Do About a Dysfunctional Team

By Jeffrey Axelbank

In the tech world, most work is done in teams, with good reason: when teams work well great things can be achieved.  But sometimes, despite having a collection of smart and capable individuals, a team just doesn’t work.  Maybe there is a team member that others complain about.  Or perhaps team meetings devolve into arguments.  And then there are the teams that never seem to meet deadlines.  When the team is spread out and meeting virtually, these problems can be greatly exacerbated. 

What can a leader do in these situations?

While most work is done in teams and groups, very few organizations focus on the factors that lead a team to become high-performing.  Recruiting tends to focus on getting great individuals hired, but little attention is paid to how the team will function once it is formed.  Here are some steps to take to improve a dysfunctional team.

  1. When there are problems, think about team factors, not individual personalities – It may seem that the problem is in the individuals, but research shows that even difficult people can function well on a team… IF the team is structured well, and some core conditions are met.  And the opposite is true: very capable people can be undermined by dysfunctional team dynamics.
  2. Don’t confuse a team from a group – A team is characterized by highly interdependent members.  Their goals are shared, their fate is intertwined, and they must work together.  A basketball or soccer team is a good example.  In contrast, a group’s members set independent goals, can work independently, and are rewarded for their individual performance, not the collective results.  A swim team or track team would be good examples of a group.  What it takes to lead a team is different from what it takes to lead a group.
  3. Get a formal assessment of the team – Most assessment instruments used to assess a team actually assess the individuals on it, and then results have to be extrapolated to infer the team dynamics.  But there are a few surveys that directly measure team variables.  Be sure to choose one that is evidence-based, normed on a large number of teams, and has been researched to be psychometrically sound.  And the instrument should be relatively painless for the team members to complete – not too long and not too complicated.
  4. Use the results of the assessment to customize the steps to take to address team shortcomings – Don’t use generic “team-building” activities like ropes courses or barbecues.  Any steps taken to improve areas identified as lacking need to be directly related to the work the group performs.  Typical “team-building” exercises may be fun at the time, but they do not change team dynamics in any meaningful way.
  5. When seeking help in developing a high-performing team, be sure the consultant is trained to work with teams – There are a lot of consultants out there, but many specialize in assessing and coaching individuals.  Team development is a specific area of expertise, and the consultant should be certified in whatever team assessment instrument they use.

When working to improve team functioning, the goal is for the team to have the right conversations, effective discussions that address the actual problem spots.  And by having an expert in group and team dynamics as facilitator, the team is less likely to fall into familiar patterns of dysfunction, and thereby be more productive.  Getting an assessment of your team’s functioning will help you build team cohesion and productivity and overcome common team obstacles, and lead to a more effective team and satisfying work environment.,

Digging Deeper:

About the Author

Dr. Jeffrey Axelbank is an Organizational Psychologist dedicated to empowering leaders and team members to unleash their full potential. Jeff’s expertise lies in helping leaders cultivate high-performing teams and organizations in the context of the complexities of the modern workplace. Jeff was named 2011 Psychologist of the Year by the New Jersey Psychological Association, and won the Rutgers University Peterson Prize in 2013 for “outstanding contributions to professional psychology.” 

Learn more about Jeff’s work by visiting his website at bit.ly/JeffAxelbankConsulting.  You can contact him at jeff@jeffreyaxelbankpsyd.com.

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