Why Teams?

Yaneer Bar-Yam
Jan 29, 2017 · 3 min read

Yaneer Bar-Yam, New England Complex Systems Institute and MIT,
Cambridge, MA 02139, USA

Why do we need teams? Teams can make complex decisions correctly and perform highly complex tasks.

One person can only know so much: There is a limited number of different things that a person can respond to successfully. Highly complex tasks exceed an individual’s capacity to perform or understand. Specialization enables a group of individuals to perform more complex tasks by routing one set of tasks to one individual and a different set to a different individual. This is what happens, for example, in healthcare where there are many specialists and there is someone who directs individuals to the right specialist (see Fig. 1 A) [1].

The number of distinct tasks that can be performed by the system of specialists grows linearly with the number of individuals (it is the sum of the number of types of tasks each individual can perform). For example, if there are 5 individuals and each can do 10,000 different tasks, then together they can do 50,000 different things (see Fig. 2 A). This is helpful, but teams do even more.

A collaborative team enables each individual to contribute a different dimension to the task performed by the group, so that the number of types of tasks can be as high as the product of the number of tasks each individual can perform. In this case 5 individuals can do 10,000 x 10,000 x 10,000 x 10,000 x 10,000 = 100,000,000,000,000,000,000 = 10^20 different things, many more possible tasks than the specialist system (see Fig. 2 B).

The advantage of working together is to get a complex task right, to be successful at making the right decision. The higher the complexity, the more specialists cannot be successful, but teams can be.

This is important in healthcare in addressing complex diseases and conditions that can interact with each other. It is also generally important in dealing with complex tasks of all kinds. The cost of having such a team in place might seem high, but for complex cases such a team will prove to be more effective and less costly than the alternative. The challenge is making sure the teams work together smoothly and efficiently. This will yield better results than specialists working separately.

Well-integrated teams have the combined specialized knowledge of each member and more: they have the ability to relate these different domains of knowledge and combine them. Moreover, they can act rapidly with this combined knowledge.

Want to learn more about complexity and the limits of a system’s ability to respond to its environment? Read about Ashby’s Law of Requisite Variety [2].

References:

  1. Y. Bar-Yam, S. Bar-Yam, K.Z. Bertrand, N. Cohen, A.S. Gard-Murray, H.P. Harte, and L. Leykum, A Complex Systems Science Approach to Healthcare Costs and Quality, Handbook of Systems and Complexity in Health (Springer 2013): 855–877.
  2. WR Ashby, An Introduction to Cybernetics (Chapman & Hall, 1956)

Complex systems channel

Conversations on complexity, science and society, based on systemic explorations of large scale problems, emergent social organizations, (beyond) big-data analysis and pattern recognition. Curated by the New England Complex Systems Institute

Yaneer Bar-Yam

Written by

Complex systems scientist studying social and economic systems, president of the New England Complex Systems Institute. Author of Making Things Work

Complex systems channel

Conversations on complexity, science and society, based on systemic explorations of large scale problems, emergent social organizations, (beyond) big-data analysis and pattern recognition. Curated by the New England Complex Systems Institute