13. September 2024
Why self-organization is not the best solution for every team
from Lyn von der Laden
(You can find the German version of this article here.)
I highly value self-organisation (i.e. managing yourself as a team/organisation without a manager). Nevertheless, in my view it is important not to glorify self-organisation as an ideal that must be achieved at all costs.
In principle, I think it makes sense for a team to consider self-organisation as a new collaboration model. Especially if the team really wants to do it. After all, there are many examples of how self-organisation has improved collaboration and made teams more effective.
However, if we only set ‘self-organisation’ as a goal, we lose sight of what we actually want to achieve. It is more helpful, for example, to set the overarching goal of making collaboration more effective, adaptable and enjoyable. This goal can possibly be achieved through self-organisation. However, this form of collaboration is not always exactly right for every team at every point in time.
Self-organisation demands a lot from us. We have to learn new structures and methods, act on our own initiative, clarify tensions among ourselves, stand up for our boundaries, think in a solution-orientated way, think about the big picture, dare to give feedback and much more. This can confront us strongly with ourselves. Depending on where we are personally, where the team is with each other and where the organisation as a whole is at the moment, this can either take us into an exciting learning zone or into the overload zone. It's not funny in the overload zone. Especially when several team members end up there. Then the team can quickly paralyse itself and perhaps even fall out with each other.
That's why I think it's important to proceed with caution. To admit to yourself as a team that instead of 100% self-organisation, a different, individually designed collaboration model can emerge that suits the team much better. A model that is somewhere between a traditional, rigid hierarchy and complete self-organisation. Perhaps this model will develop into more self-organisation over time. But perhaps it is simply already exactly the right model for this specific team: the model that makes the team most effective, adaptable and motivated.
So if we approach the team development process with an open attitude, it becomes easier. We embody complexity awareness, adaptability and presence - three skills that we need today more than ever for team effectiveness and sustainable organisations. On the other hand, if the goal of ‘self-organisation’ is irrevocable, we are basically acting no differently than in traditional, mechanistic change models: At the beginning, a narrow goal is set and a detailed plan for achieving the goal is drawn up. This then has to be worked through in exactly the same way. Deviations are not planned for. However, this ignores the human and organisational complexity in the context of a complex world. A certain degree of openness in the process is required for an outstanding result.
Are you wondering what the ideal form of collaboration is for your team, your organisation and would you like to discover this on a development journey? I would be happy to be your travelling companion, just get in touch with me.
(Photo from Merakist on Unsplash)
About Lyn von der Laden
As a Collaboration Coach & Consultant, I help teams and organisations to work together effectively, adaptably and joyfully. I also regularly write about topics close to my heart, e.g. self-organisation, psychological safety or the importance of the nervous system for effective teamwork. You can find previously published articles here. I am based in Dresden, Germany.