You make a few points I want to emphasize: “lack of role awareness is one of a handful of root causes of team dysfunction.” – Absolutely, this is only one cause, not THE cause.

The problem arises once those roles are “defined” – and how they are defined – and especially when people do not support the team with their discretionary behavior… Focus your attentions on self-motivated discretionary behaviors that support team mission.” I think essentially this points to the difference between being accountable for your “defined tasks” vs. being accountable to the team’s shared commitment and doing whatever it takes, defined or not.

I believe a team’s success requires that we define BOTH clear roles AND promises to the team/other team members. I think it is our promises that ultimately drive the discretionary behavior you distinguished here. Defining roles is very useful and many times essential, but they are not enough to ensure collaboration or success.

Roles, and mutual expectations of one another’s roles, are important to team success. Some of these roles may be pre-determined and “defined”; some may be more situational. In any case, we all have primary, secondary, tertiary… roles on a team. All team members must share a common role, which is critical and often missing, which leads to the problems described in this article and thread of discussion: that is, team members must have a primary focus to support and pursue the mission and purpose of the team.

Roles can provide necessary focus and a healthy way of organizing effort just as they can get in the way, lead to “siloing”, etc. One key to success is recognizing that regardless of your defined role, your default responsibility is to pursue and the support the team’s mission in collaboration with other team members. One might say this is Job No. 1.

My experience in over 20 years of coaching and working with teams is that lack of role awareness is one of a handful of root causes of team disfunction. The problem arises once those roles are “defined” – and how they are defined – and especially when people do not support the team with their discretionary behavior.

Focus your attentions on self-motivated discretionary behaviors that support team mission and you will see significant increases in collective performance and satisfaction. Susan offers excellent suggestions and do a few commenters. Right vs. Wrong and Win-Lose conflicts will turn into innovative, collaborative, idea-generating conflict and We-All-Win competition.

Read “The Measure of a Leader”, by Daniels and Daniels. Excellent book which provides research and perspective on this and similar issues.

It is definitely not an either/or here. To your point, clarity about our boundaries, in this case in the form of roles and responsibilities, is important to healthy relationships.

Perhaps one of the best indications that an organization has likely defined roles and responsibilities in a way that is not healthy for the organization is the extent to which there is an “us vs them” dynamic.

I am looking forward to working with you in The Art of Accountability Webinar starting next week.

I appreciate this post for its willingness to challenge the status quo. It makes an excellent point of which all leaders should take note.

Thanks Susan!