What Is Hackman’s Model of Team Effectiveness?

Hackman’s model of team effectiveness says that a team is more likely to perform well when five conditions are in place: a real team, a compelling direction, an enabling structure, a supportive organisational context and expert coaching. The model helps a business identify what a team needs to work effectively, rather than simply telling its members to try harder.

The five conditions

1. Real team: Members know who is in the team, depend on one another to complete the work and have enough stability to work together.
2. Compelling direction: The team has a clear, worthwhile goal that gives its work purpose.
3. Enabling structure: The team’s tasks, membership and ways of working help members coordinate and contribute.
4. Supportive organisational context: The business provides resources, information and rewards that support the team’s work.
5. Expert coaching: Appropriate guidance helps members improve how they work together, especially when they face difficulties.

Hackman judged effectiveness by more than the immediate result. A team should produce work that meets expectations, provide a positive experience for its members and strengthen its ability to work together in future.

Applying the model

Suppose a business creates a team to launch a new product. It sets a clear launch goal and selects people with complementary skills, but gives them no access to customer research. Hackman’s model suggests that the weak organisational support could limit the team’s performance, even if its members are motivated. Providing the research would address that condition; coaching could then help the team use it effectively.

Common mistake: Do not confuse Hackman’s team effectiveness model with the Hackman–Oldham job characteristics model. The former looks at conditions for a team to succeed; the latter concerns the design of individual jobs.