Ithuta JV

Source - Article by Bob Andrew

Summary
Geodesic domes are structures that are strong, stable and yet easily modified. This article points out some of the similarities in properties between geodesic domes and highly efficient project teams.

A few weeks ago, we celebrated the centenary of the invention of Bucky Balls, named after Richard Buckminster Fuller.

He popularized the geodesic dome. Geodesic domes are based on the principle of tensegrity, or tensional integrity, where there is a balance between tension and compression in the components. Tensegrity structures are usually very light, very strong, very efficient and come in a wide variety of shapes. Many of these structures are easily collapsible and thus readily deployable in other shapes for other uses. Their variable shapes and flexibility of purpose are probably their greatest assets.

Like geodesic domes, the composition and form of individual disciplines in a project team are less important than the way in which the disciplines interact and blend together to perform the project work. Some may believe that internal rivalry between disciplines encourages competitiveness and increases productivity. It is the interdependency, co-operation and balance of disciplines, however, that produces value for the project stakeholders.

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The key to tensegrity is the network that links together the project team members. The network provides stability by balancing the stresses imposed on, or generated by, individual team members. Balancing also provides the necessary flexibility to change the shape and nature of the overall project management structure as and when required. Most project teams use electronic networks for information transmittal. For tensegrity to function, the network must also provide balance. This can be achieved by using the network to share knowledge to inspire interdependency and collaboration.

An important characteristic of a tensegrity structure is that the loads are distributed throughout the structure: there is no one main load-bearing member. Similarly, in a tensegrity project team, there is no 'head office' and no 'top floor'. Responsibility, accountability, skills, information and knowledge are distributed but linked together. This also means that there is no centralised control; no single component 'runs' the project , all the components do.

Tensegrity can be an important tool for reacting to change. Like geodesic structures, project teams should develop a structure which allows for rapid modification, even dismantling and complete reassembly, when required to do so by the environment. When re-assembled, however, the new structure will probably have a different form and might be better suited for a different purpose. In some cases, the optimum function of the structure may only be recognised once it has been rebuilt.

Projects develop through complex interactions involving team members, suppliers, consultants, users , customers and other stakeholders, each with their own particular form and structure. Combining them in a structure that is balanced and distributed will allow them to move, grow and to change shape without affecting the stability of the project. In this way unpredictable properties and opportunities will emerge which may be better adapted to constantly changing environments.