## 2 Complexity and Teamwork
### Teamwork: An Interconnected World  
Teams are defined as a group of two or more individuals working together to achieve indicated and shared goals [4,26]. Typically, members of a team have specialised roles deriving from task-specific competencies, use shared resources, and thus interact by coordinating their actions. As a result, teams and their effective operations turn out to be complex systems. Moreover, teams perform very different types of functions depending on the specific context and targets. Accordingly, different types of teams face different objectives and demands and, as a result, they come in many different configurations and tend to operate quite differently [27]. Given the high relevance of teams in industrial and service sectors, researchers have developed different frameworks for investigating working teams, most notably the input-processes-output (IPO) model and its evolution input-mediator-output-input (IMOI) model [27, 28, 29, 30, 31]. Following the lens of these frameworks, scholars have studied different aspects of teams, such as the role of input, processes/mediators, and outcomes, to understand the potential determinants of team effectiveness in different contexts. Specifically, inputs describe antecedent factors that enable and constrain team members' interactions. Inputs include individual team member characteristics (e.g., competencies, experience levels, and personalities), team-level factors (e.g., task structure and external leader influences), and organisational and contextual factors (e.g., organisational design features and environmental complexity). These various antecedents combine to drive team processes, which describe members' interactions directed toward task accomplishment. Processes are important because they describe how team inputs are transformed into outcomes, i.e., results and by-products of team activity that are valued by one or more constituencies [27]. Broadly speaking, these may include performance (e.g., quality and quantity) and members' affective reactions (e.g., satisfaction, commitment, and viability). Although teams have been largely investigated by several authors in literature, methodological concerns still remain in how to systematically and objectively evaluate their different aspects [32,33]. However, taking advantage of smart technologies and novel methodologies, it will be possible to assess teamwork through innovative data-driven approaches [33,34]. Network science tools can be significant in revealing the underlying structure and organisation of teams. Indeed, starting from the idea that teams can be considered as complex systems given that they are composed of different interacting components, we may use network science to observe and analyse their dynamics and performance. For instance, taking into account the interactive team cognition approach [35], team adaptation can be analysed through the interactions among team members that can be evaluated with quantitative measures, such as the social network analysis [36]. Indeed, SNA utilises social network metrics based on different data and can quantitatively evaluate team adaptation [37] in order to understand organisational and team processes, such as knowledge sharing and coordination [38]. In addition, new technologies such as wearable sensors can provide automatic, objective, and real-time measurements of team interactions during the operations of work teams [33; 39]. This may enable new perspectives for team network analyses and, then, offer dynamic indications for modifying the ongoing \"behaviours\" and attitudes of team members to improve team performance [40]. The previously described aspects are particularly valid for healthcare teams, which arise as very complex systems to be analysed [4; 6; 41]. Furthermore, teams and teamwork play a crucial role in patient care and safety in healthcare systems, e.g., [3; 42; 43], given the growing number of care activities delivered by teams of health providers [44].