High Performing Teams and Improved Collaboration through Biomimicry
A case study of a public sector learning organisation from the chief executive’s perspective. I will always remember the first time I met Peter because he told me that the main way he helped enterprises was to get them to throw away most of their processes. You don’t hear many consultants say this so I got curious! Bioteams Guest Article by Peter Fryer
Continue readingAn organisation case study in complex adaptive systemsContinue readingComplex adaptive systems and virtual team collaborationLeading complexity thinkers apply biological principles to enterprises: The Biology of Business is a set of essays by ten researchers and practitioners in Complex Adaptive Systems (CAS).
This article is the third in a four-part series which describes each of the 4 Bioteams Zones, continuing with the Execution Zone.
In a previous article I introduced the second principle of Bioteams – “Bioteams are highly connected virtual networks”. In this article I will introduce a third overarching principle of Bioteams: Bioteams are exceptionally good at taking action, co-operating and learning. I will then introduce the third triad of supporting action rules (rules 7, 8 and 9).
This article was originally published in 2005 by Ken Thompson and Robin Good.
Continue readingBioteams Part 3: The Team Execution Zone
This article is the second in a four-part series which describes each of the 4 Bioteams Zones, continuing with the Connectivity Zone.
In a previous article I introduced the first principle of Bioteams – “Treat all team members as Leaders (and Adults)”. In this article I will introduce the second overarching principle of Bioteams, “Bioteams are highly connected virtual networks”, and describe the second triad of supporting action rules (rules 4, 5 and 6).
This article was originally published in 2005 by Ken Thompson and Robin Good.
Continue readingBioteams Part 2: The Team Connectivity ZoneThis article is the first in a four-part series which describes each of the 4 Bioteams Zones, starting with the Leadership Zone.
This article was originally published in 2005 by Ken Thompson and Robin Good.
In The Bioteaming Manifesto we argued that traditional teams have key weaknesses and limitations and are now being replaced in organizations by Virtually Networked Teams.
We described the problems these teams face and pointed to critical issues that can make technology both part of the solution and part of the problem.
What emerged as being critical is the realization of Virtually Networked Team’s strong character and dynamic nature, almost as it would be a separate entity from the members making it up.
We also proposed that this new understanding could be further promoted and made useful to a greater number of people by working around the definition and establishment of a new discipline centred around the study of Bioteams.
Bioteaming is as such a new research area focused on the systematic study of natures’ historically most successful living teams while identifying best methods and approaches to transfer and integrate nature’s best solutions into the daily life of Virtually Networked Teams present handicaps and limitations.
What can we learn from conflict resolution that can help us build strong virtual communities, networks and teams?
Continue readingVirtual communities – learning from conflict resolution
Continue readingBioteams GlossaryHere is a number of terms definitions that relate to bioteaming and virtual teams.
The Trinity of all Living Systems – A Design Framework for Bioteams. Dr Humberto Maturana and Dr Franciso Varela, 2 Chilean biologist/neuroscientists, in their ground-breaking book “The Tree of Knowledge – The Biological Roots of Human Understanding” [1] suggest a simple but profound model, represented graphically below, which wonderfully captures the essence of living systems.
Continue readingA Design Framework for BioteamsA Conceptual Framework For The Successful Management Of Physically Distributed Collaborative Business Networks And Highly Mobile Virtual Teams
By Ken Thompson and Robin Good