
We all know about the buzzwords of our culture. One of them is currently “self-organization”. Personally, I really like self-organization because it has many more benefits than just “smoother working”. Self-organization is a path. And in this article, I explain what steps can be helpful.
What I mean by self-organization
I understand self-organization as combining self-empowerment and self-efficacy. This means that I know what I can do, I know what my task is and I take - and have - full responsibility for my actions. I see what is going well and celebrate it. I see what still has potential for improvement (some call this “tension”) and communicate this and realize ideas that lead to a solution.
I realize that I can make a difference. I trust in my abilities and in my environment, which promotes and supports my self-organization and growth.
Those around me know that people make mistakes. So do I, and so do those around me. And we know that these mistakes are important for learning (and for discovering things that we weren't even looking for, such as Penicillin).
At best, I don't project my own feelings of incompetence or my desire for belonging, love or recognition onto others or onto projects. This requires a lot of self-reflection or so-called personal development.
That is sometimes exhausting. Not always. This development work often also gives me a lot of energy. It feels good to finally be allowed to be myself, to be heard and to use my talents and knowledge.
And: it is absolutely important to know why you are taking on this (personal) development work. As a manager and as an employee. A first step can be to find out what makes me feel alive - i.e. full of energy. What is my “why?”
Self-organization is a constant process of growth, just like life itself. The important thing is that you want to be attentive. With yourself, others, your environment and your company.
The beginning
Like all work, self-organization starts with you personally. Even as a CEO. Even as a manager. So take a look: What do you already know about yourself? What is still in the dark? What keeps driving you up the wall or upsetting you? And what is the (deeper) reason for this? Do you want to look there or would you rather not? How do you like your current role? What does this role involve? What do you like doing? What would you like to give up? And what would you like to work on additionally? And of course: What is your “why”? Why do you want your company, your employees and yourself to be self-organized? What is your benefit if you introduce self-organization in your company?
My impatient part understands some entrepreneurs and managers when they say:
“Why the hell do I need to know how to self-organize? I've always been self-organized. Otherwise I wouldn't be where I am. Can't they introduce it without me? I don't have time for that.”
No, they can't.
It's no coincidence that Frederik Laloux, the author of “Reinventing Organization”, recommends that managing directors first receive a form of personal coaching in which they answer the above questions for themselves. These questions often do not answer themselves. And in these answers lie many solutions and a great deal of energy for the path to self-organization. For yourself and your company.
What do employees need to be able to organize themselves?
Self-organization needs a framework, a field in which new rules and working methods can be agreed. Over and over again. (Some call this "iterative".) Because it is about constantly adapting to a constantly changing world and constantly changing people. And it needs someone to hold this space in order to make this work possible for everyone in the company. And to avoid falling back into old patterns of behavior.
Self-organization also needs a clear direction. If I don't know what the goal of my work is, I may be working brilliantly - in the wrong direction. (Some say: “Don't do something right, do the right thing.”)
Employees need leaders who defend the ideas, values and rules they have developed together with others. And someone who also makes it possible to question them. Commitment is needed from the leaders.
Employees very quickly sense whether they can trust a message - i.e. whether it is being lived “from above” - or not. The possible skepticism of employees towards a new form of working together is important and should be appreciated.
In my seminars, I am always particularly pleased to hear critical voices and see raised eyebrows. Because they give me the opportunity to explain my ideas more clearly, to take on other perspectives and thus bring them even closer to others. And they point out my own blind spots and possibly lead to an even better solution.
Change only takes place if there is room and permission for it. And this process requires the maturation or development of each individual in the system. This is especially true for the leadership team. Because if they are aware of their own difficulties with self-organization (or, quite simply, being human), it is easier for them to understand their employees and provide even better support for self-organization and to maintain this attitude even in challenging situations.
What do entrepreneurs and leaders need to introduce self-organization?
It takes a lot of courage to break new ground. And yes, new paths also involve risks.
Self-organization is an attitude. A decision for a lifelong HOW because of a strong WHY. As leaders, it is therefore important to be aware of your own values as well as the values and goals of the company.
And then we decide to follow the path of self-organization.
Just as we decide to have a child, a friendship or a lifelong partnership with a person, for example. Or how we decide to lead a more sustainable life with a smaller ecological footprint. The better we know ourselves, are at peace with our issues, can forgive ourselves, and know our own values, the more we can accept the other person or complicated sizuations as they are. Only then can we maintain our attitude and stick to our values (or self-organization) even when faced with challenges.
Corporate culture work is an ongoing process. New people join the company, others leave. Everyone comes with their own set of values, their own experiences and their own development potential. Everyone is on an individual path. And this path is constantly changing.
“Change is a constant process. Stability is an illusion.” (Steve de Shazer)
When I come to the point in work processes that self-organization is an ongoing process, when we realize that a few seminars and the definition of new rules and processes are not enough, many managers and employees inwardly jump ship.
In my view, the reason for this is that we have learned to think in terms of completed projects and, of course, that we (possibly) want to avoid effort, conflict and focusing on our own issues. Something that has to be practiced for a lifetime sometimes seems pointless or unattainable. In any case, too tedious.
Self-organization - like agility - is not a measure that you introduce like a new process or a new machine. Anyone who shies away from people, feelings, life plans, values and the search for the meaning of life and the associated development work - including with themselves - should not introduce self-organization.
If we as managers fall back into old patterns when difficulties arise, even the most carefully planted seed of self-organization will not take root.
One example:
If an employee comes to me as a manager or company leader and asks for my advice or my decision, I may feel tempted to give an answer, take the matter out of their hands or make a decision. That's exactly what I've done for years. And I also want to help the other person. In the context of self-organization, however, my task would be to point out the expertise of those involved, the jointly agreed rules for solving the problem and, if necessary, the advice of colleagues. Even if I can possibly resolve the current situation more quickly in the “old system”, I am neglecting the opportunity for my employees to grow into self-organization.
I therefore have to constantly monitor myself to see whether I am also adhering to the framework of self-organization. Frederic Laloux has published wonderful videos on this topic (see YouTube) and he recommends that managers look for a few confidants in the company who can point out their own deviations and blind spots again and again.
“It often takes more courage to change one's mind than to remain true to it.
(Friedrich Hebbel)
If I want to create space for self-organization as a leader, I need to understand how people work. And one of the ways I learn this is by looking at myself and my issues. If an issue is not obvious to me, for example my belief that someone who is ill lets themselves go or is lazy, it is likely that I will also associate these issues with other people. This can lead to me seeing weakness in illness in myself and others and ignoring, disregarding or underestimating it.
If I recognize my own issues, I don't have to project them onto other people or situations and can freely decide how I want to think and act.
Reasons why you want to introduce self-organization (nevertheless :-))
The reasons for introducing self-organization in companies often lie deep within the entrepreneur or leader. Perhaps you want to create healthier cooperation within the company, design more sustainable or more meaningful products. You want to be part of the solution instead of part of the problem. Perhaps you simply want to create an environment in which you have always wanted to work. Finding this out can be a great first step on the path to self-organization.
If we have exchanged our values and if we know HOW we want to work together (and that we want to), the probability of leading a healthy and happy, fulfilled life is much, much higher.
If you find all this interesting and would like to talk to me about it in the context of getting to know each other, please get in touch with me: siri@sundincoaching.com
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