A unified approach to study distant topics such as teamwork and Blue Ocean Strategy is proposed. This approach will ease the understanding of complexity

1. Blue Ocean Strategy and Team
Forming- A Shared Perspective
Ali Anani

2. Ideation
 This presentation offers a new perspective
to the Blue Ocean Strategy (BOS) and
team building strategy.
 Added on January, 2012
 I suggest for you reading my post
presentation on slideshare entitled SNA of
Blue Ocean Strategy. You may find Slides
17-19 of particular interest to you
 SNA Social Network Analysis

3. Blue Ocean Strategy(BOS)
 The probing of the
components of BOS
reveals they may be
rearranged into two
opposites as is shown
the left.
 Train Vs. Eliminate
 Raise Vs. Reduce


4. Team Building Stages
 Likewise; the probing
of the components of Forming
team building reveals
they may be
Norming Storming
rearranged into two
opposites as is shown
the left.
 Forming Vs. Performing Performing
 Norming Vs. Storming

5. Team Building Stages- 2
 The system dynamics
show how stages Forming
develop over time.
 This development is Norming Storming
complex.
 The output of one
stage may bifurcate
Performing
into two inputs.

6. Team Building Stages- 3
 The system dynamics
show how stages Forming
develop over time.
 This development is Norming Storming
complex.
 The output of one
stage may bifurcate
Performing
into two inputs in the
next stage.

7. Team Building Stages- 4
 The system dynamics
show how stages Forming
develop over time.
 This development is Norming Storming
complex.
 The output of one
stage may bifurcate
Performing
into two inputs.

8. Output Bifurcating into Two
Inputs
 A very good example is that reported by Team Dynamics
Defining the Team Essentials for Team Success
 The positive effect of a strong friendship in a team might
be:
 the friends communicate a lot together...
 ...which naturally results in other members being drawn
into the discussion
 ...which results in a good 'social' feel to the group
 ...which makes people enjoy being in the group
 ...which improves motivation and commitment
 And the reverse is true

9. Output Bifurcating into Two
Inputs- 2
 The previous example
shows how the cause Which way this
might bifurcate into two ball of events will
roll?
effects. This adds to the
complexity of the teams.

10. Output Bifurcating into Two
Inputs- 3
 The positive and negative chains produce positive and
negative loops, which in turn influences the connectedness
and richness of information exchange among team
members.

11. Output Bifurcating into Two
Inputs- 4
 That one input bifurcates into
two outputs stresses the Sub-team A
system as it leads to the Sub-
formation of two opposite team
B
sub-teams or more.
 The harmony between the
individual and the team either Team
Member
increases or decreases
depending on how team
members deal with an input

12. Output Bifurcating into Two
Inputs- 5
 The sub-teams interact with
the organization with two Organization
different inputs.
 Again, these inputs might Sub-
team A
bifurcate within the
Sub-
organization into different team
trajectories (paths) adding to B
the complexity of the system. Team
Member

13. The Panarchy of Teams
 The individual, team and the
organization might move
harmoniously and may not

14. The Prey – Predator System
 We have more than one prey –
predator sub-teams within the
organization.

15. The Prey – Predator System- 2
 The complexity of a
prey–predator
system is well-known
 If two sub-teams
have two different
complexities then the
whole system is not
synchronized
 Predictability
becomes difficult

16. Team Synchronization
 The complexity of the team may be
also constrained by the capacity of
the container space.
 The container is defined by three
dimensions, in emulation of the work
of…………..

17. Team Capacity
 In emulation of the
work on
Adaptation- and Storming
the Nature of
Complex Systems,
the three
Norming
attributes that
determine the Wealth
capacity of a
complex system
are: wealth,
connectedness and Connectedness
resilience

18. Team Capacity- 2
 These cycles
provide a Storming
framework for
the opposing
forces of growth
and stability Norming
versus change Wealth
and variety
Connectedness

19. Team Capacity- 3
 These cycles
provide a
framework for
the opposing
forces of growth
and stability
versus change
and variety

20. Team Capacity- 4
 As a team forms
its members are
new to each
other. There are
ample
opportunities for
all.

21. Team Capacity- 5
 Storming starts
as opportunities
become scarcer
and as
differences
between team
members
surface out

22. Team Capacity- 6
 Storming starts
as opportunities
become scarcer
and as
differences
between team
members
surface out

23. Team Capacity- 7
 Normalizing starts leading
to increased
communication,
connectedness and
exchange of information.
This increase in
connectedness may
increase the rigidity of the
team making it less
adaptive to change
(decreased resilience)

24. Team Capacity- 8
 Performance
initiates as
connectedness
increases and
conflicts
decrease; else,
non-productive
work results

25. Extending the Concept to BOS
 Using a similar approach, Blue Ocean
Strategy may be tackled along the
same lines

26. Bioteams
 Bioteams that emulate nature is a shining
concept
 Teams have four stages of development
 These are: founding stage, ergonomic
stage, reproductive stage and terminal
stage
 These four stages may be analyzed in a
fashion similar to what we discussed in
this presentation

27. Extending the Concept to BOS
 Using a similar approach, Blue Ocean
Strategy may be tackled along the
same lines

28. The Four Building Blocks of BOS
 Eliminate, Create, Reduce and Raise
are the four building blocks of Blue
Ocean Strategy (BOS)

29. Drawing the Four Blocks to
Reflect Opposites
 The four
blocks may
be redrawn
as is shown
on the left

30. Drawing the Four Blocks to
Reflect Opposites- 2
 The four blocks of political, organizational,
interorganizational and individual in the above reference
are replaced by create, eliminate, reduce and raise

31. Drawing the Four Blocks to
Reflect Opposites- 2
 One balance is
balancing between
old products and
future ones. If the
system changes and
we keep looking at
the past we suffer
from rigidity

32. Drawing the Four Blocks to
Reflect Opposites- 3
 We put our
thoughts,
feelings and
actions.
Accordingly,
we influence
the output of
the system.

33. Drawing the Four Blocks to
Reflect Opposites- 5
 we influence
the three
dimensions
of the cube.
3 Attributes define
the boundary of the
cube and hence its
capacity

34. Conclusion
 Systems such as teamwork and Blue
Ocean strategy might seem distant
to each other.This presentation
shows that a common approach
towards their study is feasible
 A forthcoming presentation will show
that the Balanced Scorecard is
obedient to a similar approach