Being in Self-Managed Teams
Traditional, machine like, management structures can mean that teams become rigid and slow to react to changes in the market. Self-managing teams, on the contrary, benefit from being symbiotic, agile and organic. Team members share synchronicity, and rely on emergent and distributed leadership. When organisational structure is not reliant on being traditionally hierarchical, the workforce will have their own leadership reinforced. If the organisation is not properly prepared, self-managed teams can be risky, cause conflicts and ultimately fail.
A self-managed team consists of a semi-autonomous small group of employees whose members determine, plan, and manage their day-to-day activities and duties under reduced or no supervision. Many organisations are now moving towards having self-managed teams as they enable greater responsiveness and agility in today’s VUCA world. When care is taken to nurture and grow self-managed teams, they can deliver wide ranging benefits for the organisation. They enable the organisation to naturally evolve towards achieving its purpose in complex and dynamic market conditions.
To succeed, an organisation first needs to prepare its people to be members of a self-managed team. Whilst being in a self-managed team is very rewarding, it takes a lot of awareness, responsibility, understanding, openness and honesty. We prepare people to perform well in self-managed teams by developing their awareness, interpersonal sensitivity, and leadership. We then facilitate the team members to create their own management processes.
Contact us to chat with one of our consultants about building teams in your organisation.