Self-organising team (SOT)

Introduction to Self-organising Team

A self-organising team is a group of individuals who collectively manage their work and adjust their actions to achieve a set of goals. This concept is heavily rooted in Agile methodologies, where it’s believed that the people doing the work are the best ones to manage it.

Advanced Aspects of Self-organising Teams

In more advanced aspects, self-organising teams are not just about managing tasks. They involve:

• Collective Ownership: Every team member shares responsibility for the team’s success.
• Continuous Learning: The team regularly reflects and adjusts its behavior based on lessons learned.
• Autonomy: The team has the freedom to decide how to meet their objectives.

These characteristics foster innovation, creativity, and efficient ways of working, making self-organising teams a cornerstone of Agile methodologies.

1. In a software development project, a self-organising team might divide tasks among themselves based on each member’s strengths and interests, rather than having a manager assign tasks.

2. In a marketing team, members could collectively decide on the best strategies to achieve their goals, fostering a sense of ownership and commitment.

3. In a customer service team, members could take turns handling different roles (e.g., frontline support, backend support), promoting cross-functional skills and understanding.

The concept of self-organising teams originated from Agile methodologies, particularly Scrum, in the early 2000s. It was a reaction against traditional hierarchical structures, aiming to improve productivity, creativity, and job satisfaction.

• Self-organising teams are not leaderless: They still need leadership, but it’s a shared responsibility.
• Self-organising doesn’t mean lack of structure: Teams create their own rules and guidelines.
• It’s not a hands-off approach: Regular feedback and adjustments are necessary.

• Compared to traditional teams, self-organising teams have more autonomy and shared responsibility.
• Unlike hierarchical teams, leadership in self-organising teams is a shared and rotating role.
• Unlike centrally managed teams, self-organising teams decide their own work methods and processes.

• Agile methodologies
• Scrum
• Lean
• Collective ownership
• Continuous learning
• Autonomy