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Purpose - This paper aims to suggest an understanding of teamwork from a complexity perspective. Design/methodology/approach - Complexity principles of nonlinearity, emergence, holism, and engagement are applied to conventional teamwork practice. Findings - The complexity principles offer ways of thinking about teamwork that inspire a more genuine collaboration, especially for decision-making teams who must be able to alter conventionally linear, cybernetic thinking patterns. Originality/value - Thinking in complexity terms is an unfamiliar but necessary practice for decision-making teams, enabling team members to think and act in collaborative ways, see the big picture, resist managing deviations that seem like errors, and develop interpersonal relationships that do so.

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