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This raises a few questions: What are self-organising teams? Why do we need them?
What difference do self-organising teams make? How can we support self-organisation? Could there be any way to help this special kind of teamwork to emerge?
Surprisingly, there is relatively little material on what self-organising teams are about and how to support them effectively. This is the first in a series of articles that will connect readers with the topic.
What Are Self-Organising Teams? But what are self-organising teams? What is self-organisation about? What qualifies a group of individuals to be a team?
In line with team expert J. Richard Hackman we see that this is often far from being clear. The term works a bit like a Rorschach test: In many cases real teams get confused with so-called co-acting groups.
Whereas co-acting groups consist of people working in proximity to one another but not depending on what the others do to complete their respective jobs, real teams have four features: By devoting these core functions to the responsibility areas of either management or team, Hackman provides us with an authority matrix to distinguish four levels of team self-organisation Figure 1 Figure 1: Authority Matrix Since the world is not just black and white, we see more than just one form of self-organisation.
To us, self-organisation is rather an umbrella term for a continuum encompassing: Despite all these structural differences there are a few criteria that all kinds of self-organising teams have in common. Thus, self-organisation is the rule, not the exception of systemic behaviour.
Despite all the fashionable metaphors we use, self-organisation is a law that is applicable to many different systems. There is a broad variety of examples from neuroscience, physics, chemistry and biology: What conclusions can we draw from these insights?
What do the laws of systemic behaviour mean for self-organising teams in a business environment? First of all, we should remind ourselves that becoming a self-organising team does not happen overnight.
Nor is self-organisation something that happens one time and remains forever within the very same boundaries. As a matter of fact, a team is never done with the process of self-organisation. They have to continually reorganise themselves in an sense-and-respond manner to shifting demands and contexts.
In other words, self-organisation is an ongoing process: Self-organisation is not just about the whole team within its specific organisational context. Each team member has to self-organise as well to figure out what to do and how to do it.Moodle Learning Management System.
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ABOUT THIS BOOK This alternative college guide from a former Dartmouth assistant admissions director-turned-consultant gives non-straight-A students advice on the many options. Self-organization is a common process in the universe.
For example, the growth of snowflakes that exhibit complex global structures without any central organization. This is the result of a seemingly chaotic process of supercooled water droplets colliding and freezing as they fall from the sky.
According to Francis Heylighen, author of “The Science of Self-Organization and Adaptivity” all self-organising systems are characterised by: distributed control, i.e.
absence of centralised. COMMUNICATIONS STYLE INVENTORY This is an informal survey, designed to determine how you usually act in everyday related situations. The idea is to get a clear description of how you see yourself.