Abstract

Complex adaptive systems (CAS) have been identified as being hard to comprehend, composed of multiple interacting components acting interdependently with overlapping functions aimed at adapting to external/environmental forces. The current theoretical model utilized the natural functions of teams, viewing teams as a complex adaptive system, to develop the structure of the theory of complex adaptive team systems (CATS). The CATS model was formulated around the components of complexity theory (interactions, nonlinearity, interdependency, heterogeneity, complex systems, emergence, self-organizing, and adaptability) to show its utility across multiple domains (the role of leadership, organizational learning, organizational change, collective cognitive structures, innovation, cross-business-unit collaborations). In theorizing the CATS model, a new level of analysis was implemented, the interactions between agents as a move toward emergence in complex systems. The CATS model ultimately provides a model for organizations/institutions to drive knowledge creation and innovation while operating in today's complexity.

Highlights

  • With team research becoming more prevalent across disciplines [1], there remain some unresolved issues

  • In viewing the level of analysis as the interaction, we identified four different Complex Adaptive Team Systems (CATS) interaction levels: one to one/dyad, dyad to many/team, team to team/organization, and organization to network/industry

  • In order to respond quickly and to organize efforts between the multiple agencies that became involved, Beck and Plowman [29] identified four main categories that led to the successful collaborative efforts that came from the initial chaos: 1. Initial contextual conditions precipitated the collaborative effort

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Summary

Introduction

With team research becoming more prevalent across disciplines [1], there remain some unresolved issues. The current theoretical article provides a model for CAS by utilizing an existing team model, the Team Emergence Leadership Development and Evaluation (TELDE) model [6]. As emergent transformations are a response to environmental forces, teams are better able to adapt and share resources to achieve a new entity to better manage these new external changes, requiring leadership to share roles and resources. The theoretical model presented in the current article utilizes naturally occurring team functions as the structure (TELDE) for CAS. A review of the TELDE model is presented along with a model of CAS that utilizes the TELDE model and natural occurring team processes This model, the Complex Adaptive Team System (CATS) model, provides the structure that organizations can implement when addressing today’s complexity

Complexity theory
Interactions
Non-linear distributive pattern formations
Interdependent, heterogeneous, and autonomous agents
Complex versus complicated systems
Emergence
Self-organizing and adaptability
Definitions of CAS
Characteristics of CAS
Interactions: level of analysis
Complexity takes a connectionist perspective
CATS levels
The role of leadership
Organizational learning, learning organization
Organizational change
Collective cognitive structures
Innovation
Cross-business-unit collaborations
Summary
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