Challenge : Autonomous Teams
Self-management, self-organization and more forms of autonomous teams, it seems to be a hot topic again. In the healthcare sector, in municipalities and also in the business environment, you see more and more organizations that want to increase the autonomy of teams.
Nevertheless, the introduction of ‘self-managing teams’ is not always as smooth as you would like. This is because ‘self-management’ must meet a number of conditions in order to be successful. If not all conditions are met, this will reduce the chances of success significantly.
- How does the introduction of more autonomy fit within the vision of the organization?
- What does it contribute to the strategy?
- How does it fit within the organizational context?
- Is the required mix of personalities, competences and talents present in the teams?
- Has there been sufficient information about what is and what is not expected of the desired autonomy?
- Is the organization capable of adequately supporting this transition?
- Is there the right leadership on all layers?
A good reason to introduce more autonomy is to be able to provide a better service to the customer (external or internal), client or patient.
An other very common reason to want to increase the autonomy of teams is to boost the involvement and motivation of the employees or to optimize cross-functional cooperation.
In addition, it is important to see whether, and in what form and extent, autonomous teams contribute to the organizational objectives and what this demands of the organization.
In short, the introduction of self-managing teams must fit in with the goal, the values and the strategy of the organization.