Self-organization in companies: 3 essential tips how to succeed

Self-organizing employee units are the favored model for the future because they meet the rapidly emerging and increasingly unpredictable demands of the Future grown better than old-style command-control.

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In essence, self-organization changes the distribution of power

For Companys, who have introduced new forms of collaboration, are circulating different terminology, such as: agile organizations, collegially led companies, democratic companies, decentralized organizations, networking organizations, self-organized companies. Although there are some differences, the core of all changes in the distribution of power.

Instead of shifting decisions "upwards", as is usual in line organizations, these are now made autonomously where they arise. The parallel introduction of agile working methods ensures a high degree of flexibility and accelerated working methods. the Guide only gives the rough direction. And it creates a framework that enables self-organization.

Self-motivation as a central driver

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Self-motivation - and not external control - is the central driver. For this purpose, the employees define their Set as well as the necessary means and ways together and take responsibility for the results achieved.

The procedure is not determined by specifications from above, but by collegial agreements on the type of cooperation. This happens in a world of values Trust, cheerfulness, transparency, reliability and commitment. Also Discipline and consistency are part of it.

Essential elements of self-organized companies

Project markets are set up in self-organized companies so that everyone can get involved of their own accord where their talents are most useful. This is how you experience and gain self-efficacy Significance. Very fast there is a professional, human and motivational strengthening of the individual.

How freed from shackles becomes a tremendous Energy released. Other welcome side effects: The understanding of the overall context in the company grows, entrepreneurial thinking is stimulated, the horizon of knowledge and expertise are expanded.

Decide and implement improvements in the team

Improvement ideas that affect your own area are shown in the Team discussed, decided and implemented, so it doesn't need a blessing from above. interdisciplinary ideas don't go to the Executive, but directly to the respective team - or in a central idea bank that is accessible to everyone. Like on a shelf, ideas are offered there for viewing, testing and further development.

Executives can rely on it: Structures and procedures are created in self-organizing units that serve the purpose of the company and produce extraordinary results.

This requires an environment that reduces regulations, reacts smartly to mistakes, allows trust and creates freedom. Crash barriers instead of handcuffs, recommendations instead of statutes and Courage to try are the forex. All that makes one Company agile and adaptable.

Even self-organization needs framework conditions

Yes, self-organization also exists in classic companies, but only on the backstage. Such self-organization arises autogenously, i.e. out of itself, in order to reasonably handle everything that an official Organization made difficult or even impossible by regulations. The expressly desired self-organization brings this from the shadow culture to the front stage and officially allows it.

Not all employees will succeed in making the leap to self-organization right away. In this case, it is better to lay stepping stones to make it possible to gently slide into the new freedom of design. For this purpose, borders are defined as Orientation needed to create a sense of security.

Self-determination: Freedom can lead to uncertainty

What can that look like? In one case, the employees were given the freedom to decide independently on the amount of their training budget decide. However, this offer was only taken up very cautiously.

After that, sample budgets per year and employee along with a few practical ones Regulate existed, the leeway was actually exhausted in a self-determined manner. The freedom of being able to dispose of a virtually unlimited budget initially led to an insecurity, which fortunately could be eliminated.

Plucking, so it goes in the right direction

In order to steer in the right direction, you can also put smart nudges beyond directives. This approach has become known as Nudging by the Nobel Prize for Economics Richard H. Thaler. Here is an example: There are companies, as the cost of creating and controlling travel expense accounts practically as much as the travel itself. How to get this done?

1. Combine travel policies. Sophia von Rundstedt, managing director of the outplacement provider of Rundstedt, says: In the past, that was seven pages with us and no one understood that. The only thing left is a page.
2. To formulate a few guidelines, such as this: Each makes only meaningful expenses.
3. Delete control. Instead, make the travel expenses of each individual transparent on the intranet. So everyone can see who's exaggerating.

The collective works as a corrective. Very gorgeous, even. Transparency is the key. Anonymity, secrecy, mistrust and knowledge of dunking, on the other hand, create a poisoned corporate culture with all its evil and expensive consequences.

Structures, so that one can act self-organized

Systems research has long known that self-organization develops from its own momentum Order. In addition, the desire for a good result manifests itself, which is evolutionary in the genes of the People anchored.

Accordingly, structures must be created that make it possible for employees to work without Control act fully independently from above and be able to achieve success on their own responsibility. Such structures also contain behavioral boundaries that, like the border of a soccer field, define the rough framework of interaction.

Bonus instead of overtime compensation

Here's another example: So far, a company has been paying heavily for overtime to cope with the continual delivery delays. One day, it decided that the company no longer pays overtime. Point. If improved delivery performance targets are met, a Team Bonus will be paid instead.

From now on, employees not only returned home punctually, representing an increase in productivity of 20 percent, but delivery reliability also increased significantly. As the? The framework changed. Further specifications were not made for the employees. These have organized themselves to create the common goals.

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