The Science of Team Design
Hackman’s Five Conditions
Team problems aren't people problems—they're design problems. Harvard's Richard Hackman proved that exceptional teams are built on five core structural conditions. This page breaks them down.
1. Real Team
The first condition seems obvious, but it's frequently violated. A 'real team' isn't just a collection of individuals. It's a bounded, stable unit where members are interdependent for a common outcome. Without this foundation, there's no 'team' to support.
Bounded
It's crystal clear who is on the team and who is not. This clarity prevents 'social loafing' and diffusion of responsibility.
Stable
Membership remains consistent enough over time for the team to learn how to work together effectively. Constant churn disrupts routines and erodes trust.
Interdependent
Members must rely on each other to accomplish the work. If individuals can succeed without interacting, you have a group, not a team.
2. Compelling Direction
A real team needs a goal that galvanizes its members. A compelling direction provides purpose, energizes the team, and aligns their efforts. It answers the question, 'Why are we doing this?'
Challenging
The goal should stretch the team's capabilities without being impossible. An easy goal is boring; an impossible one is demoralizing.
Clear
Everyone on the team must understand the end state. Ambiguity about the destination makes it impossible to chart a course.
Consequential
The work must matter. Team members should see a clear line of sight between their efforts and a meaningful impact on others or the organization.
3. Enabling Structure
Structure is the vessel that holds the team's work. A well-designed structure facilitates teamwork, while a poor one creates friction and frustration. It must be tailored to the team's task and goals.
Task Design
The work itself should be motivating, requiring a variety of skills and providing the team with autonomy over their process.
Team Composition
The team must have the right mix of skills, perspectives, and personalities to accomplish the work, without being too large or homogenous.
Core Norms
The team has established clear and explicit ground rules for how they will interact, make decisions, and handle conflict.
4. Supportive Context
No team is an island. A team's success is heavily dependent on the organizational environment in which it operates. A supportive context provides the necessary resources and removes organizational roadblocks.
Reward System
The organization recognizes and rewards team performance, not just individual heroics. This reinforces collective effort.
Information System
The team has easy access to the data and information needed to make informed decisions and execute their tasks effectively.
Education System
Training and development opportunities are available to help the team fill any skill gaps required to complete its work.
Material Resources
The team has the necessary funding, tools, and equipment to do its job without unnecessary struggle.
5. Expert Coaching
Even with the other four conditions in place, teams can still struggle. Expert coaching helps a team reflect on its process, identify areas for improvement, and overcome interpersonal or procedural hurdles.
Focus on Process
Coaching should target the team's strategy and effort, not just individual personalities. The goal is to improve how the team works together.
Appropriate Timing
The best coaching happens at key transition points—at the beginning of a project, at the midpoint, and at the end—when the team is most receptive to learning.
Fostering Self-Management
The ultimate goal of coaching is to help the team become self-correcting, capable of diagnosing and solving its own problems over time.