Bibliography Team Syntegrity / Syntegration 1995 – 2022
Peer-reviewed journal articles
[1] S. Vehlken, “Operative communication: project Cybersyn and the intersection of information design, interface design, and interaction design,” AI Soc., vol. 37, no. 3, pp. 1131–1152, 2022, doi: 10.1007/s00146-021-01346-2. [2] A. Leonard, “Understanding the Current Environment and Assisting Individuals in a Sea of Change,” in World Organization of Systems and Cybernetics 18. Congress-WOSC2021, 2022, pp. 85–90. [3] M. V. A. F. R. Bernardo, “Integrating parallel conversations in an institutionalized society: Experiments with Team Syntegrity online,” Technoetic Arts, vol. 19, no. 1–2, pp. 61–69, Jun. 2021, doi: 10.1386/TEAR_00051_1. [4] D. Komlos and D. Benjamin, “A framework for confronting a pivotal change challenge,” Strateg. Leadersh., vol. 49, no. 1, pp. 25–31, Jan. 2021, doi: 10.1108/SL-12-2020-0150. [5] C. Gebhardt, “The impact of participatory governance on regional development pathways: Citizen-driven Smart, Green and Inclusive Urbanism in the Brainport Metropolitan Region,” Triple Helix, vol. 6, no. 1, pp. 69–110, 2020, doi: 10.1163/21971927-00601003. [6] A. Vahidi and A. Aliahmadi, “Describing the Necessity of Multi-Methodological Approach for Viable System Model: Case Study of Viable System Model and System Dynamics Multi-Methodology,” Syst. Pract. Action Res., vol. 32, no. 1, pp. 13–37, 2019, doi: 10.1007/s11213-018-9452-0. [7] D. Zlatanović, “A Multi-Methodological Approach to Complex Problem Solving: The Case of Serbian Enterprise,” Systems, vol. 5, no. 2. 2017, doi: 10.3390/systems5020040. [8] V. Ireland, “Governance of collaborative system of systems,” Int. J. Syst. Syst. Eng., vol. 7, no. 1–3, pp. 159–188, Jan. 2016, doi: 10.1504/IJSSE.2016.076129. [9] S. C. Holmberg and U. Löfstedt, “Transforming Governmental Systems,” J. Organ. Transform. Soc. Chang., vol. 13, no. 2, pp. 90–108, May 2016, doi: 10.1080/14779633.2016.1192810. [10] J. Pérez Ríos and I. Velasco Jiménez, “The application of organizational cybernetics and ICT to collective discussion of complex issues,” Kybernetes, vol. 44, no. 6/7, pp. 1146–1166, Jan. 2015, doi: 10.1108/K-01-2015-0009. [11] A. Leonard, “Stafford Beer and the legacy of Cybersyn: seeing around corners,” Kybernetes, vol. 44, no. 6/7, pp. 926–934, Jan. 2015, doi: 10.1108/K-02-2015-0045. [12] M. C. Ramírez, J. P. Sanabria, D. M. Duarte, and L. C. Caicedo, “Methodology to Support Participative Decision-Making with Vulnerable Communities. Case Study: Engineers Without Borders Colombia/Ingenieros Sin Fronteras Colombia—ISFCOL,” Syst. Pract. Action Res., vol. 28, no. 2, pp. 125–161, 2015, doi: 10.1007/s11213-014-9325-0. [13] L. Richards, “Conversation vs. Communication: A Suggestion for ‘the Banathy Conversation Methodology,’” Constr. Found., vol. 11, pp. 58–60, Nov. 2015. [14] J. César Puche Regaliza, “Extending the viable system model scope on ICT-sector software projects in Castilla y León,” Kybernetes, vol. 43, no. 2, pp. 192–209, Jan. 2014, doi: 10.1108/K-09-2013-0199. [15] N. Martín-Cruz, V. Martín-Pérez, J. M. Pérez-Ríos, and I. Velasco-Jiménez, “Team Syntegrity as a Tool for Efficient Teamwork: An Experimental Evaluation in a Business Simulation,” Syst. Res. Behav. Sci., vol. 31, no. 2, pp. 215–226, Mar. 2014, doi: https://doi.org/10.1002/sres.2201. [16] L. Richards, “Education as a subversive activity: a proposal,” Kybernetes, vol. 43, no. 9/10, pp. 1392–1398, Jan. 2014, doi: 10.1108/K-07-2014-0149. [17] H. A. Mieg and F.-J. Grafe, “City development under the constraints of complexity and urban governance: A case study on the application of systems modelling and Syntegration to the city of Fürth,” J. Urban Regen. Renew., vol. 6, no. 1, pp. 91–100, 2012, [Online]. Available: https://doi.org/10.5167/uzh-201126. [18] H. Henriksen and B. Rukanova, “To mind IT or not to mind IT,” Transform. Gov. People, Process Policy, vol. 5, pp. 155–166, May 2011, doi: 10.1108/17506161111131186. [19] A. Reissberg, “The Advanced Syntegration as the Most Effective and Efficient Tool for Large-Scale Disaster Response Coordination,” Syst. Res. Behav. Sci., vol. 28, no. 5, pp. 455–464, Sep. 2011, doi: https://doi.org/10.1002/sres.1109. [20] S. C. Holmberg and U. Löfstedt, “Wikitegrity: Team syntegrity with a Wiki tool,” J. Organ. Transform. Soc. Chang., vol. 8, no. 1, pp. 51–71, Mar. 2011, doi: 10.1386/jots.8.1.51_1. [21] A. Paucar-Caceres and A. Espinosa, “Management science methodologies in environmental management and sustainability: discourses and applications,” J. Oper. Res. Soc., vol. 62, no. 9, pp. 1601–1620, Jan. 2011, [Online]. Available: http://www.jstor.org/stable/20869004. [22] V. Asproth and C. Amcoff Nyström, “Preparing for Emergency Situations,” AIP Conf. Proc., vol. 1303, no. 1, pp. 179–188, Nov. 2010, doi: 10.1063/1.3527153. [23] F. J. Diringer, “Syntegration as a highly efficient method of knowledge sharing, opinion-forming and decision-making,” L. Forces Acad. Rev., vol. 15, no. 1, pp. 141–144, 2010. [24] A. Ninck, M. Büsser, and V. Ninck, “BrainSpace: A distributed cognitive system for innovation,” in 2009 IEEE International Technology Management Conference (ICE), 2009, pp. 1–8, doi: 10.1109/ITMC.2009.7461405. [25] K. Knowles and A. Espinosa, “Towards an Holistic Framework for Environmental Change: The Role of Normative Behaviour and Informal Networking to Enhance Sustainable Business Practices,” Syst. Pract. Action Res., vol. 22, no. 4, pp. 275–291, 2009, doi: 10.1007/s11213-009-9123-2. [26] V. Skarler, “eManaging Ambient Organizations in 3D,” J. Theor. Appl. Electron. Commer. Res., vol. 4, no. 3, pp. 30–42, Dec. 2009, doi: 10.4067/S0718-18762009000300004. [27] T. Scholz, C. Koehler, and G. R. D. Evans, “Do effective meetings determine progress in research?,” Heal. Serv. Manag. Res., vol. 22, no. 4, pp. 197–200, Nov. 2009, doi: 10.1258/hsmr.2009.009010. [28] L. White and G. J. Lee, “Operational research and sustainable development: Tackling the social dimension,” Eur. J. Oper. Res., vol. 193, no. 3, pp. 683–692, 2009, doi: https://doi.org/10.1016/j.ejor.2007.06.057. [29] A. Leonard, “Integrating sustainability practices using the viable system model,” Syst. Res. Behav. Sci., vol. 25, no. 5, pp. 643–654, Sep. 2008, doi: https://doi.org/10.1002/sres.937. [30] A. Espinosa and S. Umpleby, “Reflections on the new agoras project: a report on a Fuschl conversation,” Syst. Res. Behav. Sci., vol. 24, no. 1, pp. 15–26, 2007, doi: https://doi.org/10.1002/sres.721. [31] A. Espinosa and R. Harnden, “Complexity Management, Democracy and Social Consciousness: Challenges for an Evolutionary Learning Society,” Syst. Pract. Action Res., vol. 20, pp. 401–412, Oct. 2007, doi: 10.1007/s11213-007-9075-3. [32] A. Mejía D and A. Espinosa, “Team syntegrity as a learning tool: some considerations about its capacity to promote critical learning,” Syst. Res. Behav. Sci., vol. 24, no. 1, pp. 27–35, Jan. 2007, doi: https://doi.org/10.1002/sres.743. [33] A. Espinosa and R. Harnden, “Team Syntegrity and democratic group decision making: theory and practice,” J. Oper. Res. Soc., vol. 58, no. 8, pp. 1056–1064, Aug. 2007, doi: 10.1057/palgrave.jors.2602261. [34] M. Schwaninger, “Optimal structures for social systems,” Kybernetes, vol. 36, no. 3/4, pp. 307–318, Jan. 2007, doi: 10.1108/03684920710746977. [35] M. Schwaninger, “The evolution of organizational cybernetics,” Sci. Math. Jpn., vol. 64, no. 2, pp. 405–420, 2006, doi: 10.32219/ISMS.64.2_405. [36] J. Pérez Ríos, “Communication and information technologies to enable viable organizations,” Kybernetes, vol. 35, no. 7/8, pp. 1109–1125, Jan. 2006, doi: 10.1108/03684920610675111. [37] A. Leonard, “Walking the Line: Making and Dissolving Distinctions with the Viable System Model and Team Syntegrity,” Proc. 50th Annu. Meet. ISSS – 2006, Sonoma, CA, USA, vol. 0, no. 0 SE-, Jun. 2006, [Online]. Available: https://journals.isss.org/index.php/proceedings50th/article/view/307. [38] L. Hoebeke, “Identity: the paradoxical nature of organizational closure,” Kybernetes, vol. 35, no. 1/2, pp. 65–75, Jan. 2006, doi: 10.1108/03684920610640236. [39] G. Nittbaur, “Stafford Beer’s Syntegration as a Renascence of the Ancient Greek Agora in Present-day Organizations,” J. Univers. Knowl. Manag., vol. 1, Jan. 2005. [40] M. C. Jackson, “Reflections on knowledge management from a critical systems perspective,” Knowl. Manag. Res. Pract., vol. 3, no. 4, pp. 187–196, Nov. 2005, doi: 10.1057/palgrave.kmrp.8500067. [41] M. Schwaninger, “What can cybernetics contribute to the conscious evolution of organizations and society?,” Syst. Res. Behav. Sci., vol. 21, no. 5, pp. 515–527, 2004, doi: https://doi.org/10.1002/sres.636. [42] A. Espinosa, “Organizational Cybernetics as a Tool Box to Assist in the Development of Evolutionary Learning Networks,” World Futures, vol. 60, no. 1–2, pp. 137–145, Jan. 2004, doi: 10.1080/725289199. [43] A. Pickering, “The science of the unknowable: Stafford Beer’s cybernetic informatics,” Kybernetes, vol. 33, no. 3/4, pp. 499–521, Jan. 2004, doi: 10.1108/03684920410523535. [44] M. Schwaninger and A. Leonard, “A dialogue on the future of ISSS: Team Syntegrity sessions at the Crete conference,” Syst. Res. Behav. Sci., vol. 21, no. 5, pp. 529–537, Sep. 2004, doi: https://doi.org/10.1002/sres.637. [45] M. Buesser and A. Ninck, “BrainSpace: a virtual environment for collaboration and innovation,” Int. J. Technol. Manag., vol. 28, no. 7–8, pp. 702–713, Jan. 2004, doi: 10.1504/IJTM.2004.005778. [46] M. Schwaninger, “A Cybernetic Model to Enhance Organizational Intelligence,” Syst. Anal. Model. Simul., vol. 43, no. 1, pp. 53–65, Jan. 2003, doi: 10.1080/02329290290001029. [47] L. White, “Size Matters: Large Group Methods and the Process of Operational Research,” J. Oper. Res. Soc., vol. 53, no. 2, pp. 149–160, Jan. 2002, [Online]. Available: http://www.jstor.org/stable/822990. [48] S. C. Holmberg, “Taking Syntegrity-4 from assumption mode to reflection mode,” Syst. Res. Behav. Sci., vol. 18, no. 2, pp. 127–135, 2001, doi: https://doi.org/10.1002/sres.407. [49] M. Schwaninger, “Intelligent organizations: an integrative framework,” Syst. Res. Behav. Sci., vol. 18, no. 2, pp. 137–158, Mar. 2001, doi: https://doi.org/10.1002/sres.408. [50] M. Schwaninger, “A Theory for Optimal Organization,” no. November, 2000. [51] M. Schwaninger, “Managing Complexity: The Path Toward Intelligent Organizations,” Syst. Pract. Action Res., vol. 13, no. 2, pp. 207–241, 2000, doi: 10.1023/A:1009546721353. [52] J. Truss, C. Cullen, and A. Leonard, “The coherent architecture of Team Syntegrity: From small to mega forms,” 2000. [53] L. White, “Tinker, Tailor, Soldier, Sailor,” OR Insight, vol. 11, no. 3, pp. 12–16, Jul. 1998, doi: 10.1057/ori.1998.15. [54] S. C. Holmberg, “Team Syntegrity assessment,” Syst. Pract., vol. 10, no. 3, pp. 241–254, 1997, doi: 10.1007/BF02557897. [55] A. Leonard, “Team syntegrity: A new methodology for group work,” Eur. Manag. J., vol. 14, no. 4, pp. 407–413, 1996, doi: https://doi.org/10.1016/0263-2373(96)00028-X. [56] W. L. Walsh, “Communications and forum: Tip of the wave – syntegration on the move,” Kybernetes, vol. 25, no. 3, pp. 56–61, 1996. [57] L. White, “Let’s Syntegrate!,” OR Insight, vol. 7, no. 1, pp. 13–18, Jan. 1994, doi: 10.1057/ori.1994.3. [58] S. Beer, “World in Torment: A Time Whose Idea Must Come,” Kybernetes, vol. 22, no. 6, pp. 15–43, Jan. 1993, doi: 10.1108/eb005989. [59] D. Schecter, “Beer’s ‘organizational tensegrity’ and the challenge of democratic management,” Syst. Pract., vol. 4, no. 4, pp. 303–317, 1991, doi: 10.1007/BF01062007. [60] S. Beer, “On suicidal rabbits: A relativity of systems,” Syst. Pract., vol. 3, no. 2, pp. 115–124, 1990, doi: 10.1007/BF01060874.
Books, book chapters and sub-chapters
[1] A. Leonard, “Understanding the Current Environment and Assisting Individuals in a Sea of Change,” in World Organization of Systems and Cybernetics 18. Congress-WOSC2021, 2022, pp. 85–90. [2] M. Pfiffner, “Balancing Present and Future,” in The Neurology of Business: Implementing the Viable System Model, M. Pfiffner, Ed. Cham: Springer International Publishing, 2022, pp. 271–295. [3] A. Espinosa, “‘Fits Like a Glove’: The VSM for Supporting More Systemic Educational Organisations,” in Sustainable Self-Governance in Businesses and Society: The Viable System Model in Action, Routledge, 2022, pp. 142–168. [4] D. Komlos and D. Benjamin, Cracking Complexity: NOW – The Breakthrough Formula for Solving Just About Anything, From Anywhere, Fast. John Murray Press, 2021. [5] M. Müller-Wiegand, “Value-Based Corporate Management and Integral Intelligence,” in AI for the Good: Artificial Intelligence and Ethics, S. H. Vieweg, Ed. Cham: Springer International Publishing, 2021, pp. 77–91. [6] M. Rowbotham, “Neural networks, Connectivity, Varieties and the Rationale behind the VSM,” in An Introduction to Cybernetic Synergy: Improving Decision-Making and Cost Efficiency in Business and Commercial Environments, Taylor \& Francis, 2021. [7] A. Leonard, T. Scholte, K. Shepherd, and J. Truss, “Cybernetics Approaches and Models,” in Handbook of Systems Sciences, G. S. Metcalf, K. Kijima, and H. Deguchi, Eds. Singapore: Springer Singapore, 2020, pp. 1–20. [8] W. Lassl, “The Inner Adaptation Processes—The ‘Right Wing’ of Organizations (Part 2),” in The Viability of Organizations Vol. 3: Designing and Changing Organizations, W. Lassl, Ed. Cham: Springer International Publishing, 2020, pp. 89–101. [9] T. Swann, “Anarchism and Cybernetics:,” in Anarchist Cybernetics, 1st ed., Bristol University Press, 2020, pp. 35–60. [10] C. Buchholz and B. Aerssen, “Syntegration,” in The Innovator’s Dictionary: 555 Methods and Instruments for More Creativity and Innovation in Your Company, De Gruyter, 2020, pp. 983–984. [11] Q. Kamran, “A treatise of cybernetics, system sciences and complexity sciences,” in Strategic Value Chain Management: Models for Competitive Advantage, Kogan Page, 2020. [12] J. Nikolić and D. Zlatanovic, “Critical Systems Perspective of Strategic Decision Making,” in Advances in Human Resources Management and Organizational Development, 2020, pp. 55–80. [13] M. C. Jackson, “Team Syntegrity,” in Critical Systems Thinking and the Management of Complexity, Wiley, 2019. [14] F. Malik and N. Nguyen, “Cyber-Systemic Toolset,” in Evolving Toolbox for Complex Project Management, A. Gorod, L. Hallo, V. Ireland, and I. Gunawan, Eds. CRC Press, 2019, pp. 467–484. [15] B. X. Weis, “Creativity,” in From Idea to Innovation: A Handbook for Inventors, Decision Makers and Organizations, B. X. Weis, Ed. Berlin, Heidelberg: Springer Berlin Heidelberg, 2015, pp. 221–248. [16] F. Malik, “Revolutionizing Change With SuperSyntegration,” in Strategy: Navigating the Complexity of the New World, Campus Verlag, 2013, pp. 277–296. [17] J. P. Ríos, “Team Syntegrity,” in Design and Diagnosis for Sustainable Organizations: The Viable System Method, J. Pérez Ríos, Ed. Berlin, Heidelberg: Springer Berlin Heidelberg, 2012, pp. 201–216. [18] P. Hoverstadt, “Strategy,” in The Fractal Organization, 2012, pp. 183–208. [19] F. Malik, “Syntegrating City Management,” in Institutional and Social Innovation for Sustainable Urban Development, H. A. Mieg and K. Töpfer, Eds. Routledge, 2012. [20] E. Medina, “Epilogue: The Legacy of Cybersyn,” in Cybernetic Revolutionaries: Technology and Politics in Allende’s Chile, E. Medina, Ed. The MIT Press, 2011, pp. 223–234. [21] A. Espinosa and J. Walker, “Viability through Complexity Management: Revisiting the Viable Systems Model,” in A Complexity Approach to Sustainability, vol. Volume 1, IMPERIAL COLLEGE PRESS, 2011, pp. 27–73. [22] A. Pickering, “Stafford Beer: From the Cybernetic Factory to Tantric Yoga,” in The Cybernetic Brain: Sketches of Another Future, University of Chicago Press, 2010, pp. 215–308. [23] M. Bunch, D. McCarthy, and D. Waltner-Toews, “A family of origin for an Ecosystem Approach to Managing for Sustainability,” in The Ecosystem Approach: Complexity, Uncertainty, and Managing for Sustainability, D. Waltner-Toews, J. J. Kay, and N. M. E. Lister, Eds. Columbia University Press, 2008, pp. 125–138. [24] M. Schwaninger, “Behavior — The Control of Cognition and Emotion,” in Intelligent Organizations: Powerful Models for Systemic Management, M. Schwaninger, Ed. Berlin, Heidelberg: Springer Berlin Heidelberg, 2006, pp. 111–134. [25] M. Yolles, “Communication Structures and Processes,” in Organizations as Complex Systems: An Introduction to Knowledge Cybernetics, Information Age Publishing, Incorporated, 2006, pp. 508–547. [26] G. Davis, “Syntegration: What does it all mean? As sovereign citizens we can ‘govern’ our world. Declaration of Independence,” in Letters to World Citizens, Booksurge Llc, 2004, pp. 87–88. [27] R. L. Flood, “Beer’s organisational cybernetics,” in Rethinking the Fifth Discipline: Learning Within the Unknowable, Taylor \& Francis, 2002, pp. 39–49. [28] M. C. Jackson, “The Emancipatory Systems Approach,” in Systems Approaches to Management, M. C. Jackson, Ed. Boston, MA: Springer US, 2000, pp. 291–332. [29] P. Lloyd, P. Boyle, and R. Espejo, “Team Syntegrity: A New Approach for Collaborative Publications,” in Web-weaving: intranets, extranets and strategic alliances, Oxford ; SE – xxxvii, 374 pages : illustrations ; 23 cm: Butterworth-Heinemann, 1998. [30] R. Espejo and M. Schwaninger, Eds., To be and not to be, that is the system: a tribute to Stafford Beer. Heidelberg SE – 1 CD-ROM ; 4 3/4 in. + 1 insert: Carl-Auer-Systeme Verlag, 1997. [31] J. Baldwin, “Syntegrity,” in BuckyWorks: Buckminster Fuller’s ideas for today, New York SE – xi, 243 pages : illustrations ; 24 cm: John Wiley & Sons, Inc., 1996. [32] S. Beer, Beyond dispute: the invention of Team Syntegrity. Chichester; New York: Wiley, 1994. [33] R. B. Fuller and E. J. Applewhite, Synergetics: Explorations in the Geometry of Thinking. Macmillan, 1975.
Research papers
[1] M. Guimarães Di Stasi and A. Pratschke, “Synergy in action: collaborative design process,” 2019. [2] L. Hoebeke, “The Elephant and the Lion: An enquiry into the roots of democracy,” 2014. [3] F. Malik, “Solution examples for managing crises,” Malik Letter, St. Gallen, Apr. 2013. [4] F. Malik, “Deflation is gaining pace: Situation assessment and solutions for the first six months of 2012,” Malik Letter, St. Gallen, Jun. 2012. [5] F. Malik, “Evolution of the worldwide crisis and solutions to it,” Malik Letter, St. Gallen, Dec. 2011. [6] F. Malik, “Revolutionizing Change with SuperSyntegration,” Malik Letter, St. Gallen, Jul. 2011. [7] T. Pöck, “SuperSyntegration for Reorganization,” Malik Letter, St. Gallen, Apr. 2011. [8] F. Malik, “Multiplying the Capacity of Leaders,” Malik Letter, St. Gallen, Apr. 2010. [9] V. Asproth, “Team syntegrity as a complementary method for requirements analysis,” IMCIC 2010. International Institute of Informatics and Systemics, Department of Information Technology and Media, Faculty of Science, Technology and Media, Mid Sweden University, 2010, [Online]. Available: http://urn.kb.se/resolve?urn=urn:nbn:se:miun:diva-11557. [10] F. Malik, “The Magic of Functioning: Cybernetic TurboTools for overcoming the global crisis,” Malik Letter, St. Gallen, Mar. 2009. [11] M. Pfiffner, “From workshop to Syntegration: The genetic code of effective communication,” Malik Letter, St. Gallen, Oct. 2004. [12] K. Andersson, R. Espejo, C.-O. 1940- Wene, and S. Kärnkraftinspektion., What are the communication challenges for politicians, experts and stakeholders in order to enhance transparency in nuclear waste management decisions? : a report from the Team Syntegrity Meeting within the RISCOM II project. Stockholm SE – 90 s.: Statens kärnkraftinspektion, 2003. [13] A. Leonard, “Team Syntegrity Background,” Jan. 2002. [14] M. Pfiffner, “Team Syntegrity: Using Cybernetics for Opinion- Forming in Organisations,” Malik Letter, St. Gallen, May 2001. [15] M. Schwaninger, “A Theory for Optimal Organization,” no. November, 2000.
Theses
[1] A. Clark, “Dealing With Pluralism And Marginalisation Processes In Multi-Organisational Collaboration: Augmenting The Viable System Model With Team Syntegrity,” 2021, doi: 10.26686/wgtn.16960747.v1. [2] J. Hill, “Syntegration against the platform: Experimentation with the Team Syntegrity protocol for viable institutional forms that counter the logic of algocracy in institutions of contemporary art,” Liverpool John Moores University, 2021. [3] K. Knowles, “A holistic framework for environmental change: socio- environmental cohesion for sustainability.,” University of Hull, 2010. [4] J.-D. Cusin, “Online team syntegrity for large-group e-deliberation: an action research project.,” Library and Archives Canada = Bibliothèque et Archives Canada, Ottawa TA – TT -, 2006. [5] T. O’Neil, “Should Foresighters Embrace Team Syntegrity? A case study in retail.” Dec. 2015, [Online]. Available: https://openresearch.ocadu.ca/id/eprint/426/. [6] A. B. Ahmad, “A pluralist perspective of team syntegrity: design and intervention strategy for organisational change.,” Liverpool John Moores University, 1999. [7] J. Falke and T. Ladhe, “Continuous Team Syntegrity – for Enhanced Knowledge Management,” Umeå University, 2000.