Team dynamics model an introduction
There have been many decades of insightful research on team performance, yet many teams still struggle to reach their full potential. This often happens not because team members lack ability but because they haven’t established a shared, informed understanding of what makes a team effective. Teams usually start with high aspirations but falter without a solid operational framework. There could be a range of causes, including Misunderstandings, conflicts not being handled well, and poor coordination/ collaboration. Even the most dedicated teams can find themselves not performing without clarity on the essential of effective teaming.
To help bridge this gap, I have crafted a model grounded in thorough research. It draws from influential works like Lencioni‘s “The Five Dysfunctions of a Team,” Katzenbach and Smith’s “The Wisdom of Teams,” and the Lominger T7 Model from Eichinger/Lombard. I have also combed over more than ten years of articles from the Harvard Business Review and Sloan Management Review to identify the ten essential factors for team success.
No team model construct is perfect, but many are too complex (Lominger T7), and others are too simple (Five Dysfunctions). The team dynamics model has been designed for clarity and action; to support teams across their lifecycle, from initial formation to performance and long-term development.
The Team dynamics model is developed into three distinct sections:
Element 1: MINDSET
The internal conditions that shape how the team thinks, relates, and engages with each other.
Clarity of purpose and shared goals: The team knows why it exists, what success looks like, and how its work connects to broader organisational objectives.
Trust and psychological safety: Team members feel safe speaking up, challenging ideas, and admitting mistakes without fear of negative consequences.
Communication quality: Information flows clearly, promptly, and respectfully, with active listening and constructive dialogue.
Commitment and Accountability: Team members take ownership, follow through reliably, and hold each other to high standards of behaviour and performance.
Element 2: MECHANICS
The behaviours and systems that drive how the team works and delivers.
Collaboration and coordination: The team works interdependently, aligns roles and responsibilities, and integrates efforts effectively.
Constructive conflict and resolution: Differences are surfaced and addressed productively, leading to stronger decisions and deeper trust.
Focus on outcomes and execution: The team focuses on what matters most, prioritises well, and consistently delivers on its commitments.
Enablement and adaptability: The team has the resources, autonomy, and support it needs to perform and can flex in response to changing demands.
Element 3: ALIGNMENT
The external conditions connect the team to leadership, stakeholders, and the broader system it operates within.
Leadership fit and presence: The team leader’s style, decisions, and presence match the team’s needs, enabling rather than constraining performance.
Stakeholder and system connection: The team is well-connected to the wider organisation and key stakeholders, aligning its work with broader expectations and maintaining external relevance.
The rest of this page is work in progress – Due to be completed by end of July 2025
Mindset elements
Why mindset matters
Generally, team dynamics are evaluated based on outcomes like productivity, efficiency, and results, yet the foundations of high performance are usually hidden. These foundations live in the team’s mindset: the shared beliefs, expectations, and interpersonal norms that shape how people think, relate, and behave with each other. In the Team Dynamics Model, Mindset is the foundational element as it governs what a team believes is possible, acceptable, and worth pursuing together.
Clarity of purpose and shared goals is where all effective team behaviour begins. A team can have the best tools and talent, but energy gets scattered if there’s no shared understanding of why they exist and what they aim for. The research is clear on this: teams with a strong sense of purpose show higher levels of coordination, commitment, and resilience under pressure. In The Wisdom of Teams, Katzenbach and Smith argue that shared goals are one of the key differentiators between a working group and a real team. In practice, this means regularly revisiting goals, not just setting them. It means having tough conversations about priorities and being explicit about what success looks like for the team, the project, and the organisation.
Trust and psychological safety are crucial for team effectiveness. Researchers, including Amy Edmondson from Harvard, have identified trust as the most significant predictor of how well teams perform. Psychological safety involves creating an environment where team members feel comfortable saying things like, “I don’t know,” “I made a mistake,” or “I see this differently,” without fear of being humiliated or excluded. This was supported by Google’s Project Aristotle, which found that psychological safety was the most important factor in their highest-performing teams. When teams lack psychological safety, they tend to play it safe, avoid conflicts, and miss out on valuable learning opportunities. In contrast, teams that foster psychological safety are more honest and adapt more quickly.
Communication quality seems like a basic skill, but in teams, it’s a leverage point for everything else — clarity, coordination, decision-making, and trust. It’s not just about speaking clearly; it’s about how information flows: who speaks, who listens, how feedback is given, and what gets left unsaid. The best teams communicate frequently but also meaningfully. Research from MIT’s Human Dynamics Lab found that teams with equal turn-taking and high “energy” in communication, meaning animated, responsive, and multi-channel, outperformed those with hierarchical or fragmented talk.
Commitment and accountability transform the other elements of mindset into lasting action. While agreeing on goals or values is one thing, it’s another to consistently align with them. In high-performing teams, commitment is not imposed from above; it is internalised. Team members understand their roles and hold themselves and each other to high standards. Patrick Lencioni’s work on team dysfunctions emphasises accountability as a fragile yet essential component. It is often the hardest aspect to maintain, as it necessitates peer-to-peer challenges rather than just enforcement by a manager. However, when accountability is present, team members care not just about their own tasks but also about the team’s overall success.
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Mechanics elements
Why mechanics matter
Mechanics represent the observable patterns that demonstrate how a team truly operates. While mindset influences what a team believes, mechanics illustrate how those beliefs are put into action. They encompass the habits, routines, and systems that facilitate execution or reveal its shortcomings. When implemented well, mechanics foster momentum, resilience, and clarity. Conversely, neglecting them can lead to friction, rework, and a lack of performance.
Collaboration and coordination are key indicators that a team is functioning well. While many teams claim to be collaborative, they often operate more like a group of individuals working in the same space. True collaboration goes beyond simply sharing tasks; it involves synchronising efforts. Effective teams make intentional decisions about roles, handoffs, and responsibilities. Research such as that from the Center for Creative Leadership and studies on cross-functional teams consistently demonstrate that good coordination reduces inefficiencies and enhances both speed and productivity. Without it, duplication of effort and delays can arise, regardless of the team’s talent level.
Constructive conflict and resolution are essential for strong team dynamics. Healthy teams do not shy away from conflict; instead, they manage it in a productive manner. They address disagreements early, explore differing viewpoints with curiosity, and resolve tensions before they escalate. Teams that do not possess this ability either withdraw into silence or spiral into dysfunction. Research by Patrick Lencioni and others indicates that a lack of conflict often reflects fear rather than harmony. Constructive conflict is not about being combative; it involves debating ideas without harming relationships and knowing how to rebuild trust when disagreements occur.
Enablement and adaptability are where the mechanics of a team intersect with its environment. Even well-structured teams can struggle if they encounter systemic blockers, such as unclear authority, inadequate tools, or rigid processes. Enablement means that the team has the necessary resources to succeed, while adaptability allows it to adjust as circumstances change. Research on team agility shows that static teams operating in dynamic conditions are likely to fall behind. High-performing teams not only execute their tasks effectively but also evolve, as they are empowered to adapt and grow.
Focusing on outcomes and execution ensures that efforts lead to impactful results. In many organisations, teams may be busy, but they are not always effective. Without a shared understanding of what matters most, teams risk spreading themselves too thin. Agile and lean frameworks emphasise focus as a core performance principle: define what is valuable, eliminate distractions, and deliver consistently. Teams that develop habits around progress reviews, goal visibility, and disciplined prioritisation outperform those that rely solely on urgency or gut feelings.
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Alignment elements
Why alignment matters
Alignment refers to the external conditions that shape, support, and sometimes limit how a team operates. Even the most cohesive and disciplined team can struggle if it is not in sync with its leader, stakeholders, or the larger organisation. Alignment ensures that a team is effective not only on its own but also in relation to its context. These alignment elements hold together the other Team Dynamics Model pieces together.
Leadership fit and presence are often overlooked factors that significantly impact team performance. A leader’s influence goes beyond just making decisions; it sets the tone for how the team thinks, communicates, and holds itself accountable. When leadership aligns well with the team’s needs, progress tends to flow smoothly, providing the right level of direction, autonomy, and support. However, misalignment, whether due to micromanagement, absence, or inconsistency can cause teams to stall. Research on situational leadership and team development emphasises that effective leaders adjust their approach based on the team’s maturity, context, and goals. Leadership fit does not mean being the “ideal leader” but rather being the leader that the team needs at that moment, that is, someone who can create the right conditions without overshadowing the team’s efforts.
Stakeholder and system connection ensures that a team doesn’t operate in a bubble. Every team is part of a broader ecosystem with customers, peers, internal partners, and strategic priorities constantly evolving. When teams are disconnected from that system, they risk becoming irrelevant or duplicative, no matter how well they function internally. Research on systems thinking and boundary-spanning leadership shows that high-performing teams manage both their inward focus and their outward relationships. They invest in communication with stakeholders, align with changing priorities, and maintain visibility in the organisation.
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If you are a leader looking to develop beyond team leadership, then the Leadership Library may be a handy resource.