Teams and Complexity: Merging Theories towards a Finite Structure

Teams and Complexity: Merging Theories towards a Finite Structure

Dimitris N. Antoniadis (Danton-progm, UK)
Copyright: © 2013 |Pages: 38
DOI: 10.4018/978-1-4666-2509-9.ch010
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Abstract

The process of structuring teams in projects is not being implemented, and practitioners have lost confidence in the process. In order to improve the current status, there is a need for a major rethink, one that will enable the structuring of teams/complex adaptive systems. Therefore, using deductions drawn from research results, regarding the implementation of the process and the effects of complexity, a tentative proposal for a Finite Structural approach is made for setting up and testing the structure of teams. This is done by integrating a number of progressive theories not only from the field of organisation design but also from engineering, physics, and psychology, with theories such as social network theory, actor-network theory, finite element analysis, complexity, clustering, and cross functional team behaviours. This chapter presents the above and throws the gauntlet for discussion and improvement of the approach that will enable project managers and others to improve the process of structuring of teams.
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Background

In this section a brief review of the literature in structuring project teams and complexity will be conducted in order to establish the background. This will be followed by a review of the research results and the outcome concerning both areas.

In the case of the literature regarding structuring project teams, together with the basic concepts of the process, some very recent ones will be described, whereas in the case of complexity, which is a more ‘current’ theory and even more so in projects, a more generic approach will be taken focusing on project issues.

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