9 Team Effectiveness Models: How to Run an Effective Team

Team effectiveness is the degree to which a group of people with complementary skills can work together to achieve a shared goal. It’s a vital principle in business management because teamwork determines both the group’s level of productivity and their workplace well-being.

There are several academic models of team effectiveness, including the GRPI model, the Hackman model, and the Robbins and Judge model. Each model puts forth different variables that are essential to developing cohesion and making a team effective.

If you want to develop a highly successful team, there are a number of different approaches you can take. Here are some of the most popular models for healthy, high-performing teams:

1. 1. GRPI model: One of the most common and fundamental models of team effectiveness is the GRPI model developed by Richard Beckhard with later contributions from Irwin Rubin, Mark Plovnick, and Ronald Fry. It presents four requirements for success: team goals, roles, procedures, and interpersonal relationships.
2. 2. Hackman model: J. Richard Hackman’s team effectiveness model presents five essential elements for team success: a real team (in which each member has a defined role), compelling direction, enabling structure (or workflow), supporting context, and expert coaching.
3. 3. Katzenbach and Smith model: The model from Jon Katzenbach and Douglas Smith suggests three key variables of a strong team: commitment, skills, and accountability. According to Katzenbach and Smith, teams that leverage these variables can enjoy successful performance results, create a collective work product, and experience a sense of personal growth.
4. 4. LaFasto and Larson model: In the LaFasto and Larson model, a successful team has five key elements: team members, team relationships, team problem-solving skills, team leadership, and a suitable work environment.
5. 5. Lencioni model: With a different focus than other models, the Lencioni model (from Patrick Lencioni) presents five things a team should avoid to be successful. The five dysfunctions of a team include an absence of trust, fear of conflicts, lack of commitment, avoidance of accountability, and inattention to results.
6. 6. Robbins and Judge model: In the Robbins and Judge model, a successful team needs to focus on four key elements: supportive context, composition, work design, and team process.
7. 7. Salas, Dickinson, Converse, and Tannenbaum model: An adapted version of the Hackman model, this model suggests six variables that make up a successful team: organizational context, team design, team synergy, process effectiveness, material resources, and group effectiveness.
8. 8. T7 model: Researchers identified seven variables that contribute to a team’s effectiveness according to the T7 model. Five variables—thrust, trust, talent, teaming skills, and task skills—are internal factors that apply to the inner workings of the team, while two variables—team leader fit and team support from the organization—are external factors that apply to the greater decision-making context around the team.
9. 9. Tuckman model: The FSNP, FSNPA, or Tuckman model presents five stages of team development that a group must work through together to reach effectiveness: forming, storming, norming, performing, and adjourning.

While there are many different models for effective teams, the primary determinants of team effectiveness are applicable across the board. All effective teams, regardless of what model they use, share two main characteristics: They operate at a high level of productivity, and they report high levels of workplace satisfaction and psychological safety.

To measure team effectiveness, survey a team’s productivity and satisfaction to see where you can make any improvements.

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