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Team effectiveness is the capacity of a group of people, usually with complementary skills, to work together to accomplish goals set out by an authority, team members, or team leaders. Highly effective teams are able to motivate each other and collaborate to solve problems, which leads to greater results. What's more, a report from TINYpulse found that employees are more likely to go the extra mile if they have the respect of their peers. Team effectiveness models help us understand the best management techniques to get optimal performance from our teams. There are several critical factors to achieve maximum group effectiveness, as the six models of team working below will show. Smart leaders and project managers should be aware of unique dynamics and relationships within their teams and create room to consistently improve team performance. Google, a company known for its innovative models of team effectiveness, spent years analyzing what makes some teams better than others. Their findings? It's less about who's on the team and more about how well they work together. Understanding these team effectiveness models will help you figure out which of the team models would optimize your team by shedding a light on what works and what needs to be improved. Rubin, Plovnick, and Fry's GRPI Model of Team EffectivenessThis model of team effectiveness was proposed by Rubin, Plovnick, and Fry as early as 1977. It is also known by the acronym GRPI, which stands for Goals, Roles, Processes, and Interpersonal Relationships. Represented as a pyramid diagram, this model outlines four parts teams need to be effective:
Because of its simplicity, the GRPI model is great when starting a team or when encountering a team-related problem with an unknown cause. The Katzenbach and Smith ModelAfter studying teams across several companies and their various work challenges, authors Jon Katzenbach and Douglas Smith unveiled this team effectiveness model in 1993. Their book, "The Wisdom of Teams," lays out their model of efficient teams in a triangular diagram with the three points representing the larger deliverables of any team: collective work products, performance results, and personal growth. To reach these goals, productive teams must have three necessary components. These make up the sides of the triangle:
The T7 Model of Team EffectivenessIn 1995, Michael Lombardo and Robert Eichinger developed the T7 Model to define the factors that affect team effectiveness. They identified five internal and two external factors, all starting with "T," hence the name. The internal team factors are:
The external team factors are:
For a team to be high-performing, all five internal factors must be present. However, no matter how complete the internal factors are, if leadership and organizational support are lacking, the team's effectiveness will be hampered. The LaFasto and Larson ModelAuthors Frank LaFasto and Carl Larson proposed a model in 2001 called "Five Dynamics of Teamwork and Collaboration." They gathered insights from investigating 600 teams across various industries to answer the question, "What is an effective team?" The resulting model features five layers or components that increase the likelihood of team effectiveness:
The Hackman Model of Team EffectivenessRichard Hackman proposed an effectiveness model in his 2002 book, "Leading Teams: Setting the Stage for Great Performances." It outlines five conditions that must be present for teams to work together successfully. Hackman's study of analytic teams in the U.S. intelligence community confirms the validity and effectiveness of these five conditions:
The Lencioni Model
Patrick Lencioni's 2005 book "The Five Dysfunctions of a Team" lays out a work team effectiveness model based on the causes of dysfunctions, conflicts, and political maneuverings in a workgroup. He mapped out five qualities effective teams do not want. To know your team's dysfunction is to understand how to cure it. The five dysfunctions are:
Lencioni's team effectiveness leadership model is illustrated as a pyramid, where you tackle each dysfunction one by one from the bottom up. Choosing the right team effectiveness model for your teamIf you have read this far, you may be wondering why there are so many team effectiveness models. Yet this list only scratches the surface. High-performance teams are a unique blend of individual perspectives, group dynamics, and organizational support. The different team effectiveness models help you identify specific gaps that hinder your team from collaborating and producing successful results. Remember that the way a team works together determines their success much more than the strength of individual team members. Therefore, leaders who focus on creating effective teamwork models elevate the work of everyone involved, and thus the success of their organizations. Are you ready to improve your models for team working and overall team effectiveness?Wrike's team collaboration software makes it easy to build effective teams. Create a unified digital workspace that places everything your team needs at their fingertips — important documentation, project communication, and actionable tasks, all in one place. Use our request forms to streamline work intake, cut emails by up to 90%, and calm the chaos of collaborative work. Create custom workflow statuses so everyone can check progress at a glance. And when the project is complete, make your hard work visible with Wrike's powerful reporting tools. Start with a two-week free trial of Wrike's collaboration and project management software to enable your team to work better together and achieve set goals. Sources
Sorry, this content is unavailable due to your privacy settings. To view this content, click the “Cookie Preferences” button and accept Advertising Cookies there. Cookie Preferences What can team efficacy cause in team members as it relates to their decisions?Generalized to the team or organizational level, similar, shared perceptions are referred to as team efficacy (Bandura, 1977). Team efficacy influences the difficulty of goals a team sets or accepts, effort directed toward goal accomplishment, and persistence in the face of difficulties and challenges.
Which of the following types of teams benefits the least from having a relatively large number of members?Which of the following types of teams benefits THE LEAST from having a relatively large number of members? production teams; Reason: Management teams can benefit from relatively more members because they engage in work that's complex and knowledge intensive.
Is defined as a pattern of behavior that a person is expected to display in a given context?Member role a role is defined as a pattern of behavior that a person is expected to display in a given context.
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