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.
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