Networks and teams have become central in the way we organize ourselves inside and between organizations. With Kurt Lewin’s idea that there is nothing as useful as a good theory, it is remarkable that both the concept of networks and the concept of teams often are defined very implicitly and seldom are used consistently. In this article I will address some of the reasons for creating this situation. The main reason is that we in the western hemisphere is in the middle of something Peter Senge calls Galilean shifts, where our traditional worldview no longer is sufficient to explain phenomena like networks and teams. This means that teams become a central part of the everyday life of leaders and employees and the teams become crucial in order to make it possible for the individual to act in a sensible way in a situation where a good solution only can be found, if they’re able to bend or even overlook the bureaucratic rules and procedures that most organizations have. The teams become crucial in order to make it possible for the individual to act with large degrees of freedom and commitment in their everyday life. It is through the teams and the networks that the necessary information and training take place. During the day most leaders and employees will move from one team to the next and solve the tasks that are necessary or possible right now.
Research Professor. Director at Learning Change Project – Research on society, culture, art, neuroscience, cognition, critical thinking, intelligence, creativity, autopoiesis, self-organization, rhizomes, complexity, systems, networks, leadership, sustainability, thinkers, futures ++
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