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a world characterized by a limited and vertical nervous system and by walls’. Instead we need to move to ‘networks – an open, fluid team of teams and continuous change making’ (quoted in Elkington and Braun, 2013: 38). This is echoed by Jon Katzenbach (2012): Today, with the ever-increasing necessity of working across organizational and geographical boundaries, and the growing complexity of daily business, more leaders at all levels are finding that it’s not always practical – or even best – to put together a team. Fortunately, we now have more options; in particular, consider the potential of focused networks, and sub-groups that can work more effectively in different modes than a ‘real team.
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Peter Hawkins (Leadership Team Coaching: Developing Collective Transformational Leadership)