Category: organisational design

  • Navigating Change: Finding your Voice in a Complex World

    Navigating Change: Finding your Voice in a Complex World

    originally posted on LinkedIn, 26th of November 2024

    In today’s ever-changing and complex world, adaptability and flexibility are crucial. But beyond adjusting to external changes, many of us must undertake an inner journey: learning how to voice tensions and speak about them openly.

    Have you ever felt a strong urge to speak up but hesitated? Perhaps you were uncertain, afraid of the consequences, or unsure how your words would be received.

    I’ve been there. I wanted to say something and was unable to speak up. It hurt me.

    Speaking Up: A Personal Turning Point

    There was a time when I had that gnawing feeling—a tension inside me—screaming for attention. I knew I had to speak up, but fearing potential consequences held me back. What if I said the wrong thing? What if it honestly jeopardized my career?

    Eventually, I took the leap. I spoke out loud, knowing it might cost me certain opportunities or smooth career paths. And while the fear of repercussions was real, the relief, and alignment I felt afterward was undeniable. I realized that addressing these tensions wasn’t just about solving external issues—it was about growing as a person.

    That moment changed everything for me.

    The “Harmony Trap”

    In my journey toward embracing self-management and authenticity, I discovered something that felt like a “Harmony Trap.”

    The Harmony Trap is the tendency to prioritize maintaining peace and avoiding conflict over addressing real issues. As someone who values harmony, I often found myself falling into this pattern. I wanted to ensure everyone felt good and avoid uncomfortable discussions. But in doing so, I sometimes avoided the hard conversations that truly mattered.

    This wasn’t just about me—it was about the organization. By staying in the Harmony Trap, I was unintentionally holding back important conversations that could have driven meaningful change.

    Breaking Free

    Breaking free from the Trap required me to:

    • Recognize the tension: Acknowledge the discomfort as a sign that something important needed addressing.
    • Build self-confidence: Trust that my voice and perspective were valuable, even if not everyone agreed.
    • Embrace growth: See challenges not as obstacles but as opportunities to learn and improve.

    The Power of Real Conversations

    In self-managing environments, where autonomy and collaboration are key, these honest conversations become even more vital. They’re the foundation for trust, alignment, and progress.

    Speaking up isn’t easy. It requires courage and practice. But the rewards—personal growth, better decision-making, and stronger relationships—are worth it.

    If you’re navigating similar challenges, I encourage you to reflect:

    • What’s holding you back from speaking your truth?
    • How can you create space for real conversations in your organization?

    Let’s embrace change, address tensions, and step into the conversations that truly matter.

  • The Tensions of Power and Autonomy in Self-Organization: My Perspective

    The Tensions of Power and Autonomy in Self-Organization: My Perspective

    originally posted on LinkedIn, 26th of November 2024

    Self-organization is an inspiring journey filled with growth opportunities. But like any significant change, it comes with its own set of tensions. Over the years, I’ve encountered a wide range of challenges in self-organizing environments, each teaching valuable lessons.

    This article focuses on one of those challenges—power and autonomy.

    Power: Navigating the Shift

    One of the most noticeable tensions comes from power dynamics. For some individuals, especially those in traditional management roles, relinquishing authority can be a difficult adjustment. While those with clear, skill-based roles often adapt quickly, others find it challenging to let go, often falling back into old patterns. This can lead to blocking behaviours or even reversing the progress toward self-management we’re striving to achieve.

    At the same time, as formal hierarchies fade, new informal power dynamics emerge. These shifts can create unspoken tensions, requiring open communication and trust to address effectively. In this space, the importance of natural leadership becomes clear. Natural leaders—those who earn influence through trust, expertise, and their ability to inspire—play a crucial role in guiding teams through these transitions. They help maintain balance, foster alignment, and encourage collaboration without relying on traditional authority.

    Autonomy: Freedom with Responsibility

    Another common challenge is the level of autonomy expected in self-organizing environments. While some individuals and teams embrace the freedom to make decisions, others find the added responsibility overwhelming. Organizational tasks, decision-making, and the need for alignment can burden those accustomed to more directive structures.

    Additionally, maturity levels vary greatly. Some thrive in the autonomy self-organization provides, while others require more time, tools, and guidance to build confidence and trust. In an ideal environment, teams should have the opportunity to decide which maturity level they are comfortable with. The organization, in turn, should strive to provide tailored solutions that accommodate each team’s needs, offering the necessary support and flexibility to help them succeed at their chosen level.

    Each tension brings its own lessons and insights, reminding us that self-organization is probably more about people and relationships than it is about processes and tools.

    What I’ve Learned About Power and Autonomy

    From my experience, the key to navigating these tensions lies in meeting people where they are. Not everyone is ready to embrace change at the same pace. Some individuals and teams need alignment and trust to run forward, while others require step-by-step guidance.

    Leading by example has proven to be one of the most powerful tools. When key individuals demonstrate openness and commitment to self-organization, it inspires others to follow. Conversely, resistance from influential figures can undermine the process.

    Above all, I’ve learned that self-organization starts with individuals. Change can’t be imposed; it must be experienced and embraced personally.

    Looking Ahead

    This reflection is just one perspective on the broader journey of self-organization. There are many other tensions to explore, each offering challenges and rewards. I look forward to sharing more in future posts and continuing the conversation about making self-organization work.

  • Why I Love Self-Managing Organizations: It Starts with You

    Why I Love Self-Managing Organizations: It Starts with You

    originally posted on LinkedIn, 16th of November 2024

    Five years ago, my perspective on work changed forever.

    It began with a small team tasked with solving a problem. Initially, we carried the hierarchies of our formal roles into the room. But as we searched for new approaches, we discovered a world of ideas—Reinventing Organizations by Frederick Laloux and Sociocracy 3.0, among others. These methods didn’t just provide tools; they sparked transformation. A retrospective we ran, focusing on personal relationships, changed everything. Our team didn’t just perform better; relationships deepened, some becoming lifelong friendships.

    That was my turning point. I realized that people will always go further for friends than for colleagues. And from there, my love for self-managing organizations began.

    Why Self-Management?

    For me, self-managing organizations embody work with purpose. It’s work that doesn’t feel like work but rather something you’d pursue even without a paycheck. These environments unlock collective intelligence, showing time and again that a team’s wisdom far outstrips that of any single leader—especially since leadership positions are often influenced by factors beyond pure ability to lead.

    Frederick Laloux put it beautifully in Reinventing Organizations: it’s about being an adult at work, not just being treated as a subordinate. It’s about responsibility, trust, and autonomy.

    What Does Self-Management Mean?

    For me, self-management means having authority over how the work is done and the processes that guide it. But it goes deeper—it’s also about self-design, where teams shape not only their workflows but also their composition and relationships. In its fullest form, it’s self-governing: authority over how the team works, who’s on it, and even its core purpose.

    My Journey

    It started small, with a university course exploring new approaches to work. Then we transformed a small team of four, and later, a larger team—this time rethinking not just their processes but their purpose. Each experience reinforced my belief: this works. And now, I focus on helping others embark on their own journeys toward self-management.

    It Starts with You

    Here’s the thing: self-managing organizations are not for a select few. Anyone can thrive in this environment—but you have to take the first steps yourself. No one can hand you the experience or the mindset. But if you’re open to change, the possibilities are endless.

    So, here’s my question for you: Are you looking for work that feels meaningful and energizing? Self-management can offer you more balance, fulfillment, and even a sense of calling. But the first step? That starts with you.

  • Neuroscience of Trust

    Neuroscience of Trust

    summary of hbr article neuroscience of trust.

    In “The Neuroscience of Trust,” Paul J. Zak identifies eight management behaviors that foster trust:

    1. recognize excellence
      Acknowledge high performers promptly and specifically.
    2. introduce “challenge stress”
      Assign achievable, challenging tasks to stimulate growth.
    3. grant autonomy
      Allow employees to choose how they complete tasks.
    4. enable job crafting
      Let employees align their roles with their strengths and interests.
    5. share information
      Communicate openly about company goals and strategies.
    6. intentionally build relationships
      Encourage social connections among team members.
    7. facilitate whole-person growth
      Support professional and personal development.
    8. show vulnerability
      Leaders should seek input and admit mistakes.

    These behaviours will not only foster trust, they will also affect the performance and satisfaction of your employees. The study of Paul J. Zak finds that employees working in an high trust environment enjoyed, among others, the following benefits:

    • were 70% more aligned with their companies’ purpose
    • experienced 40% less burnout from their work
    • felt a 41% greater sense of accomplishment
    • earned 17% more in companies in the highest quartile of trust

    He then argues that in a competitive market, higher salaries will only occur if the employees in high-trust companies are more productive and innovative.

    Have a look at the article to learn more about the Paul J. Zak’s work.