Several people have already taken a more inductive approach, from Katzenbach & Smith in 1993 to the Korn/Ferry Institute in 2007 – identifying the aspects that define the “high-performance team”. Most definitions seem to include variations over the following:
High-Performing teams are excellent performers and collaborators that continue to grow over a long period of time. They trust one another, engage in unfiltered conflict around ideas, are able to commit to decisions and plans of actions, hold one another accountable for delivering against these and focus on the achievement of collective results. These teams also show a high degree of goal articulation, result orientation and innovation.
If we believe these empirically-based conclusions, we are looking for linked, collaborative, inter-related, dynamic and integrated aspects of the team and its members – not simply for aspects of personality or differences herein.
Much of the work done over the last 30 years on teams has not been integrated into psychological testing. Teams and individuals have remained separate entities. Test providers have, naturally, provided users with conclusions on teams and teamwork – but these tests have adapted very little scientific or empirical data concerning the actual subject, teams. Team-related knowledge is based on tools developed to describe individuals.