From Social Networking to Swarm Intelligence
A new area of research called "complexity science" embraces the notion that an ant colony and the human brain, the stock market and Facebook all have something in common. All are complex systems, basically huge networks made up of individual components whose behavior is difficult to predict. Kathleen Ryan O'Connor reports on Bioteams and Research from Binghamton University NY.
In terms of Bioteams Kathleen writes:
"It is exactly that rapid-fire change of today's business climate that has shown the pressing need for a new framework, said Ken Thompson, a United Kingdom based expert in the area of bioteaming, swarming and virtual enterprise networks and teams, which draws heavily on the understanding of complex systems in nature. His most recent book is Bioteams: High Performance Teams Based on Nature's Most Successful Designs".
Traditional business teams rely too heavily on a single dominant structure - command and control, also known as individually led teams, he said, drawing from the military. Such an approach "served us well in the era of mass production when costs, consistency and compliance were everything," Thompson said.
But that model falls well short in today's world full of "networks, dynamic alliances, virtual collaborations - where agility, innovation, added-value and responsiveness are king," he said. "We urgently need to find a new model which recognizes that organizations are not predictable systems, like clocks, but unpredictable ecosystems, like living things. The natural place to look for this model is nature itself with its numerous examples of self-organizing systems and teams in ants, bees, dolphins, wolves, geese and many more."
Bioteams Books Reviews
I have been thinking a lot about what happens when a leader gets under severe pressure, usually because things are not going according to plan. It seems to me this is the very essence of real leadership and where leaders can really justify their salaries. BUT according to Professor Dietrich Dorner, in his excellent book The Logic Of Failure: Recognizing And Avoiding Error In Complex Situations, there are two very tempting but ultimately disastrous tangents a leader can pursue in a crisis instead of addressing the real issues.