Team Performance Science Guide · Part VII · evidence chain
Performance Science Library
Every evidence pill in Performix traces back through this library. Source papers and books are ingested by the Research-to-Model Engine; constructs, validated measures, and survey items are derived from them and weighted by evidence strength.
196 sources
818 findings
915 constructs
525 survey items
last update 2026-07-08
BOOK
Hackman, J. R. (2002). Leading Teams: Setting the Stage for Great Performances. Harvard Business School Press.
Ingested 2026-06-13 · 38 findings extracted · 62 constructs derived
The Challenge
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Constructs derived (4)
THE INTERNATIONAL AIRLINEALIGNMENT
THE DOMESTIC AIRLINEALIGNMENT
HOW IT WORKEDALIGNMENT
EFFECTIVE WORK TEAMSALIGNMENT
Cites findings from the National Transportation Safety Board, which reveal that 73% of aviation incidents occur when crews are flying together for the first time.
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Highlights research from NASA stating that familiar teams outperform rested but unacquainted teams due to better collaborative performance.
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Discusses real-world cases of underbounded and overbounded teams, showing the practical implications of these conditions on team dynamics and outcomes.
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References Clayton Alderfer's framework on team boundaries and functioning within organizations, enhancing the argument for effective team design.
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Provides anecdotal evidence from organizational practices across industries, illustrating both successful and unsuccessful team structures.
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Historical anecdotes from John F. Kennedy and Martin Luther King Jr. illustrate the energizing power of compelling vision.
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A case study of David Mathiasen in the Office of Management and Budget demonstrates how authoritative direction can create commitment among diverse political views.
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The example of People Express Airlines highlights the effectiveness of guiding principles that result from collective input yet provide a clear decision-making framework.
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The chapter discusses the risks of both over-specifying and under-specifying goals through examples from various industries, including recommendations for effective leadership practices.
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Jo Freeman's paper “The Tyranny of Structurelessness” (1970) provides the foundational critique of lack of organizational structure.
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Research by Greg Oldham illustrates task characteristics that cultivate internal motivation, emphasizing meaningfulness, responsibility, and reliable feedback.
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The case study of Butler Manufacturing Company shows how giving teams full responsibility for tasks can lead to improved performance metrics and employee satisfaction.
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Empirical references to phenomena like social loafing and motivation decrement highlight risks that can emerge in group dynamics when roles are not clearly defined or intrinsically motivating.
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Insights from the Skylab 3 mission's management failures illustrate the consequences of excessive control on team autonomy and functioning.
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Examples and observations of team dynamics in organizations such as the flight attendant teams and fiscal analysis teams at OMB.
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References to the fundamental theories of group dynamics and social behavior.
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Managerial practices of David Mathiasen at OMB.
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Composition of the Team
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The chapter references research from airline and military flight deck crews, highlighting how predefined roles and regulatory norms shape team dynamics.
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Citing evidence from studies by Robert Ginnett, the authors illustrate the significance of the structural attributes established before teams convene.
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The example of flight crews demonstrates that many determinants of teamwork effectiveness lie outside the immediate control of team leaders, underlining the importance of structured preparation in team assembly.
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The chapter notes that flawed team designs typically emerge from poorly defined expectations and composition, driving home the need for attention to this phase of team development.
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The chapter references Jo Freeman's concept of the 'tyranny of structurelessness' to argue against the notion of unstructured teams.
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Observations about companies like W.L. Gore & Associates highlight different organizational models yet equally stress the importance of defined roles.
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The growing body of research concerning virtual team effectiveness is noted, emphasizing the structural similarities needed across various team experiences.
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Evidence suggests that many organizations are already experiencing the challenges of casual team formations, thus reinforcing the chapter's core arguments about the need for structure in virtual collaboration efforts.
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Research highlights from case studies demonstrating the importance of constructive reward systems, including analysis from David Abramis regarding Hank’s approach in a semiconductor manufacturing setting.
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Anecdotes from organizations, such as Xerox and People Express Airlines, showcase the significance of adaptive information systems that empower teams with the data necessary to plan effectively.
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Psychological studies referenced emphasize the motivational impacts of performance-contingent rewards on teamwork dynamics.
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Insights from organizational behavior experts underline the essential role of educational systems in facilitating team growth and addressing knowledge gaps necessary for effective teamwork.
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Expert Coaching
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Imperatives for Leaders
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The chapter draws on a variety of studies, including a survey of 694 manufacturing organizations by Paul Osterman, which documents the pervasive growth of team structures.
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Evidence from organizations such as Federal Express and Procter & Gamble quantifies significant productivity gains from collaborative work environments.
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Steiner's model for team performance is examined to underscore the cognitive and structural dynamics that influence group productivity.
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Anecdotal evidence from past organizational initiatives suggests a correlation between foundational obstacles and team performance in both cooperative and corporate environments.
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Thinking Differently about Teams (part 2/2)
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