By:
Anna McCalpin Ph.D.
Head of Behavioral Science
Teams are at the heart of how work gets done. They plan, execute, solve problems, and make decisions. Yet, despite decades of research on teamwork, many organizations still struggle to understand what makes one team succeed while another stalls. The challenge is that most companies aren’t measuring the right things.
Decades of behavioral science provide clear answers about how high-performing teams operate. Research shows that effective teams communicate differently, adapt faster, and share accountability in ways that directly impact business outcomes. These findings, drawn from industries ranging from healthcare and aviation to corporate and military environments, give organizations a scientific framework for improving collaboration and execution.
The Research on Effective Teams: What Decades of Studies Reveal
The study of teamwork isn’t new. Behavioral scientists have spent more than 40 years analyzing how groups work together, refining models of team effectiveness that apply across industries. Large-scale reviews and meta-analyses (Salas et al., 2024; Grossman et al., 2021) consistently reveal that effective teams share common characteristics:
- Balanced communication – All members contribute, rather than relying on a few dominant voices.
- Clear decision-making – Teams align on priorities and ownership, avoiding ambiguity.
- Adaptability – They pivot when new information arises, rather than getting stuck in rigid thinking.
- Psychological safety – Members feel safe to ask questions, challenge assumptions, and admit mistakes.
- Shared purpose – They connect their work to meaningful outcomes, reinforcing motivation and focus.
These patterns hold true in research spanning industries, from high-stakes medical teams performing surgery to corporate innovation teams launching new products. Teams that develop these behaviors consistently outperform their peers.
The Core Behaviors of High-Performing Teams
Research has identified several behavioral drivers that separate high-functioning teams from those that struggle. These elements are measurable and provide a roadmap for improving collaboration.
Psychological Safety
Teams where members feel safe speaking up are more innovative and better at solving problems (Edmondson, 1999). Studies show that psychological safety leads to greater learning, faster problem-solving, and improved team performance. This is about ensuring open dialogue and constructive challenge.
Dependability and Mutual Accountability
Teams that succeed don’t just meet deadlines; they proactively address risks before they become major issues (Salas et al., 2024). Accountability is about the entire team ensuring commitments are met.
Structure and Clarity
A lack of clarity in roles and decision-making slows teams down. Studies on high-performing teams show that well-structured teams move faster, avoid confusion, and achieve better results.
Shared Meaning and Impact
When teams understand how their work connects to broader business goals, engagement and effectiveness increase (Dimas et al., 2023). This alignment creates focus, especially under pressure.
The Business Value of Understanding Team Behavior
Research makes one thing clear: teams that develop strong behavioral habits consistently outperform those that don’t. Companies that apply behavioral science to improve team effectiveness see measurable business results:
- Shorter decision cycles: Clear decision-making reduces delays and improves execution speed.
- More predictable project delivery: Teams that align well hit their milestones more reliably.
- Faster onboarding for new members: Clear team dynamics help new employees integrate quickly.
- Lower turnover: When teams work well together, they reduce frustration and burnout.
When organizations ground their approach to teamwork in decades of behavioral research, they gain a powerful edge. They move beyond surface-level observations and uncover the deeper behavioral patterns that predict performance, resilience, and innovation. By applying these evidence-based insights, companies can create teams that not only deliver results, but also become a lasting source of competitive advantage.
- Salas, E., Linhardt, R., & Fernández Castillo, G. (2024). The Science (and Practice) of Teamwork: A Commentary on Forty Years of Progress. Small Group Research. https://doi.org/10.1177/10464964241274119
- Grossman, R., Nolan, K., Rosch, Z., Mazer, D., & Salas, E. (2021). The Team Cohesion-Performance Relationship: A Meta-Analysis Exploring Measurement Approaches and the Changing Team Landscape. Organizational Psychology Review, 1-58. https://doi.org/10.1177/20413866211041157
- Edmondson, A. (1999). Psychological Safety and Learning Behavior in Work Teams. Administrative Science Quarterly, 44(2), 350-383. https://doi.org/10.2307/2666999
- Dimas, I.D., Torres, P., Rebelo, T., & Lourenço, P.R. (2023). Paths to Team Success: A Configurational Analysis of Team Effectiveness. Human Performance, 36(2), 77-98. https://doi.org/10.1080/08959285.2023.2222272
