IRBS translated from Lencioni's “the five dysfunctions of a team”
| Level 0 | Level 1 | Level 2 |
|---|---|---|
| Intangible risks | Absence of trust | Conceals weakness and mistakes |
| Hesitates to ask for help or provide constructive feedback | ||
| Jumps to conclusions about intentions of others without trying to clarify them | ||
| Fails to recognize and tap into others' skills and experiences | ||
| Wastes time and energy managing behaviors for effect | ||
| Holds grudges | ||
| Finds reasons not to engage meaningfully | ||
| Fear of conflict | Holds ineffective meetings | |
| Creates environments where back-channel politics and personal attacks thrive | ||
| Ignores controversial topics critical to team success | ||
| Fails to tap into all the opinions and perspectives of team members | ||
| Wastes time and energy with posturing and interpersonal risk management | ||
| Lack of commitment | Creates ambiguity among the team about direction and priorities | |
| Misses deadlines and opportunities because of excessive analysis and delay | ||
| Breeds lack of confidence and fear of failure | ||
| Revisits discussions and decisions again and again | ||
| Encourages second-guessing and distancing among team members | ||
| Avoidance of accountability | Creates resentment among team members who have different levels of performance | |
| Encourages mediocrity | ||
| Misses deadlines and key deliverables | ||
| Places undue burden on the leader as the sole source of discipline | ||
| Inattention to results | Stagnates/fails to grow | |
| Rarely is proactive | ||
| Loses achievement-oriented staff | ||
| Encourages individuals to primarily support their group or themselves | ||
| Is easily distracted and inwardly focused |
| Level 0 | Level 1 | Level 2 |
|---|---|---|
| Intangible risks | Absence of trust | Conceals weakness and mistakes |
| Hesitates to ask for help or provide constructive feedback | ||
| Jumps to conclusions about intentions of others without trying to clarify them | ||
| Fails to recognize and tap into others' skills and experiences | ||
| Wastes time and energy managing behaviors for effect | ||
| Holds grudges | ||
| Finds reasons not to engage meaningfully | ||
| Fear of conflict | Holds ineffective meetings | |
| Creates environments where back-channel politics and personal attacks thrive | ||
| Ignores controversial topics critical to team success | ||
| Fails to tap into all the opinions and perspectives of team members | ||
| Wastes time and energy with posturing and interpersonal risk management | ||
| Lack of commitment | Creates ambiguity among the team about direction and priorities | |
| Misses deadlines and opportunities because of excessive analysis and delay | ||
| Breeds lack of confidence and fear of failure | ||
| Revisits discussions and decisions again and again | ||
| Encourages second-guessing and distancing among team members | ||
| Avoidance of accountability | Creates resentment among team members who have different levels of performance | |
| Encourages mediocrity | ||
| Misses deadlines and key deliverables | ||
| Places undue burden on the leader as the sole source of discipline | ||
| Inattention to results | Stagnates/fails to grow | |
| Rarely is proactive | ||
| Loses achievement-oriented staff | ||
| Encourages individuals to primarily support their group or themselves | ||
| Is easily distracted and inwardly focused |
Source(s): Authors' own work
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