The basics of team effectiveness were identified by J. Richard Hackman, a pioneer in the field of organizational behavior who began studying teams in the 1970s.
In more than 40 years of research, he uncovered a groundbreaking insight: What matters most to collaboration is not the personalities, attitudes, or behavioral styles of team members.
Instead, what teams need to thrive are certain “enabling conditions.” In our own studies, we’ve found that three of Hackman’s conditions—a compelling direction, a strong structure, and a supportive context—continue to be particularly critical to team success.
In fact, today those three requirements demand more attention than ever. But we’ve also seen that modern teams are vulnerable to two corrosive problems—“us versus them” thinking and incomplete information.
Overcoming those pitfalls requires a fourth critical condition: a shared mindset.The key takeaway for leaders is this: Though teams face an increasingly complicated set of challenges, a relatively small number of factors have an outsized impact on their success.
Managers can achieve big returns if they understand what those factors are and focus on getting them right.
Overcoming those pitfalls requires a fourth critical condition: a shared mindset.The key takeaway for leaders is this: Though teams face an increasingly complicated set of challenges, a relatively small number of factors have an outsized impact on their success.
