You are aware, I'm sure, of the celebrated Kray computer. This is supposedly the most powerful computer in the world, but it's not a single unit. It's a linkage of many units, all working together to create 'computer synergy'.

Computers are knowledge tools. Their role is to store, organize and manipulate information in a myriad of ways that, in turn, enable the greater creativity and innovation of the human brain. By linking them together in a specific way we have created the Kray 'super-computer'.

So it is with people - only infinitely more powerful than any computer. Business is based on knowledge. People contain the knowledge, and by linking them together we can achieve 'super-performance'. This is the compelling argument for teamwork.

Leslie Bendaly, in her excellent book 'Organization 2000', asserts that knowledge plus 'interconnectedness' is a winning formula (page 120). Knowledge teams drive the organizations of the future; they are effective at all levels, and in all aspects, of the 'New Organization' - management, project, functional, virtual and, best of all perhaps, 'spontaneous teams'.

We've all seen teams that work and teams that don't! The significant difference between the two is that which drives them. The key to any successful team is the source of its energy, focus and sustainability. Externally powered teams are rarely successful, while those that empower themselves are far more likely to achieve their purpose. A self-generated mandate induces substantially higher accountability.

If self-managed teams are a small part of the answer, 'spontaneous teams' are the rest. What exactly is a spontaneous team? It's a fleeting, focused, free-form entity that occurs when someone sticks his/her head into your space and asks, "Do you have a minute? I'd like to bounce something off you." Then an energetic, free-ranging yet directed conversation takes place. Others are welcome to jump in with a contribution or two and, before you know it, you have the geneses of a brand new approach, solution or idea. It sounds like magic - but it's just natural behavior, proven since time immemorial.

David Hurst, in 'Crisis and Renewal', refers to these informal interactions as 'bubbles'. He says, "A bubble is a minimalist organization; there is a transparent boundary that separates the inside from the outside, and that's it. Bubbles are temporary, transparent, soft, almost playful structures that cluster together to form easy alliances with each other".

The most important words here are 'playful' and 'easy'. Teams should not be a source of stress, political agendas, manipulation, or the like. They should not be experienced as unnatural, a forced effort or an unwanted chore. Team effort has to be easy, fun, even joyful encounters that are sought out, as are oases in the desert. They should be 'spontaneous'.

For this to happen there's a real need for trust and openness, all in the context of a high level of personal self regard and unqualified social acceptance. The 'culture' has to be right. To start, self-management is key. Each individual has to know what is expected of the organization and of the individual. Also, there needs to be a good measure of 'enablement', authority to act and accountability.

Are you ready to contribute? Can you play a vital role within such a spontaneous team? Would you describe your current team style as constructive? Are you even aware of the impact your adopted role(s) might have? If you'd like to know yourself better in this regard try our "Team Participation Style" questionnaire. The results may well make all the difference in the world to your team effectiveness.