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principle #2
The essence of Self-Organization
Self organisation means that teams are trusted with the autonomy to organize their own work, while this is aligned by a shared purpose. The teams picks up their responsibility, because the team understands that with the freedom granted to operate, it also comes with responsibility.
Self organisation encourages people to make decisions, learn by doing, and form a culture in which they support one another. At the core of self organisation are clear values, alignment and transparency.
The process to get to self organisation isn't lineair, it is organic. It is shaped by interactions between people and embracing a continuous improvement mindset.
The role of the leader is to facilitate this organic process, not to dictate. It's all about learning forward, rather than controlling rigid structures.
The reason that we have two ears and one mouth is that we may listen the more and talk the less.
Critics point out that that not all teams and individuals have the same maturity or possess the skills for self-organisation. There's a chance that confusion, duplication of work, or lack of direction emerges when maturity is low or non-existing. But the question remains than: "How do you get to more maturity if you are controlled and never given the chance to learn those new skills?"
Self-organisation makes teams more resilient. They learn to bounce forward. Ownership is encouraged, faster adaptation to change is achieved, and better solutions are discovered because collective intelligence can be leveraged. In the end, self organisation creates resilience and makes you become more capable to navigate complexity.
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