The Periodic Table of Effective Teams
14 components. 3 levels. A complete model of what makes teams work.
The Impact Target synthesises decades of research on team effectiveness into an actionable framework. Each component is measurable, linked to evidence, and comes with clear guidance for improvement.
Teams operate at three levels
Most team assessments focus on one level — usually team dynamics. But team performance is shaped by forces at multiple levels simultaneously.
The Organisation sets the context: strategy, resources, coaching, and how the team connects to the broader business.
The Team is where work gets done: expectations, capabilities, prioritisation, belonging, feedback, and tracking progress.
The Individual is where motivation lives: alignment with mission, mastery of craft, and growth trajectory.
Problems at one level often masquerade as problems at another. The Impact Target helps you see the full picture.
The 14 Components
Click any component to learn more about what we measure and why it matters.
Level 1
Organisation
The context the organisation creates for the team
Is the organisational strategy clear? Is the team's contribution to that strategy well-defined?
Without strategic clarity, teams optimise for the wrong things.
Grounded in: Rumelt's work on strategy coherence
Is planning realistic? Are resources allocated appropriately?
Poor planning at the organisational level creates impossible demands at the team level.
Does the team have the tools, environment, and infrastructure it needs?
Are the basics covered — or is the team fighting its own tooling?
Does the organisation invest in developing its people?
Is there effective mentoring and support? Coaching connects individual Growth to organisational capability.
How does the team connect to stakeholders, customers, and the broader business?
This is the feedback loop that makes effort feel meaningful — where wins are recognised and impact becomes visible.
Level 2
Team
How the team operates together — and where the need for Relatedness is met
Are roles, responsibilities, and standards well-defined?
Does everyone know what they're accountable for? Role ambiguity drains energy — clarity preserves it.
Does the team collectively have the skills, knowledge, and capacity to deliver?
Where are the gaps, and how are they being addressed?
How is work sequenced? How are trade-offs made?
Can the team focus on what matters most, or is everything equally "urgent"?
Do team members feel genuinely included?
Is there a sense of psychological membership — that they matter to this group, and this group matters to them?
Grounded in: Relatedness (SDT) and Baumeister & Leary's research on the need to belong
Can difficult truths be spoken? Does performance information flow freely?
Caring relationships manifest through honest investment in each other's growth.
Is progress toward goals measured clearly and transparently?
Can the team see the impact of its effort? Visible progress sustains momentum.
Level 3
Individual
What each team member brings and experiences
Does your organisation's mission resonate with their values?
Does the team's work feel meaningful to them? Does the role reflect their sense of self?
Grounded in: Autonomy (SDT) — acting from values you endorse
Can they do their work to the standard they want?
Do they feel effective and capable? Are challenges appropriately matched to their skill level?
Grounded in: Competence (SDT) — the experience of efficacy and growth
Does the role align with how they want to evolve?
Are they developing the skills they care about? Does their growth trajectory align with the capabilities the team needs tomorrow?
Grounded in: Autonomy (SDT, trajectory) — growth sits at the junction between individual desires and team needs
What Emerges
When these 14 components are functioning well, the hallmarks of high-performing teams emerge naturally. These are the outcomes researchers like Edmondson, Hackman, and Google's Project Aristotle have identified — but rather than measuring them directly, we measure what produces them.
Why this matters: Measuring emergent outcomes directly (like "do you feel psychologically safe?") tells you what the situation is. Measuring the underlying components tells you why — and gives you concrete levers for change.
Built on Evidence
The Impact Target synthesises research from Self-Determination Theory, Psychological Safety, Team Effectiveness Research, Strategy, the Job Demands-Resources Model, and Belonging Research.
Ready to map your team?
See how your team scores across all 14 components. Every member gets personalised feedback. You get the insight you need to act.
Free for teams of 5 or fewer. $5 per team member for larger teams.