Astrid Vermeer and Ben Wenting
“Self-managing teams in practice” is primarily a “how do I do it myself” booklet for teal organizations. These are also described in a “what and why” form in the book “Reinventing Organizations” by Laloux.
What I find lacking in this book is whether it is based on an analysis of a small or a large number of organizations where the described methods would be used. It seems more like an analysis of just a single organization where the formula works successfully. This does not detract from the value of the book, namely providing inspiration regarding the approach to self-managing teams and their organization.
A first chapter still tells in detail about what self-management is. From this, it remains clear how you can make self-management work, from different viewpoints:
The management that needs to learn to give trust and to delegate responsibility;
The supporting staff who need to be able to share specialized knowledge and skills across teams;
The coach who does not direct but must ask questions until a solution is found;
The team members who need to learn to make decisions, must collaborate, keep working, must communicate, who need to develop commercial intelligence and empathy for the customer.
For the coach, the booklet “Coaching Self-managing Teams. How do you do that?” is a supplement.
Another memorable aspect is the advantages: for the organization, there is less overhead, for the team members there is a clearer goal, which makes them more engaged in their work, happier in their job and therefore perform better and develop more pride. For the customers, there is a shorter communication line to the team members, a quicker response to questions, and therefore more customer satisfaction and less irritation.
There are also disadvantages, a “disadvantage” is that a greater demand is placed on everyone to have and express their own opinion. Not everyone is happy with this.
The other chapters are about assembling the team, and who is suitable for it and who is not; about the team’s communication, and what to pay attention to. About meeting in a solution-focused manner and how you do that and how often. They are about quality: how you work on it. And finally, a chapter on tasks, see
tasks, responsibilities, and the division thereof within the team. It discusses how to ensure that tasks are evenly distributed and that each team member feels responsible for their part of the work, as well as the collective outcome. This requires a delicate balance between providing guidance and allowing for autonomy, fostering a sense of ownership among team members while ensuring that the team’s goals are met.
The emphasis is on creating a culture where feedback is valued and used as a tool for continuous improvement. This includes establishing clear communication channels and regular feedback loops within the team, encouraging open and honest discussions about what is working well and what could be improved. The book highlights the importance of recognizing and celebrating achievements, as well as learning from mistakes in a constructive manner.
Furthermore, the book delves into the challenges of maintaining motivation and commitment within self-managing teams. It suggests strategies for keeping team members engaged and invested in their work, such as setting clear and meaningful goals, providing opportunities for professional development, and ensuring that the team’s work aligns with their personal values and interests.
In summary, “Self-managing teams in practice” serves as a practical guide for individuals and organizations looking to implement or improve self-management practices. While it may lack a broad analysis across a wide range of organizations, it provides valuable insights and strategies based on the experiences of a successful implementation. It addresses the complexities of self-management, offering guidance on fostering a culture of trust, responsibility, and continuous improvement.