Self-organization: The Good, The bad and the Ugly
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For years I was telling you how awesome self-organization and autonomy are in the context of organizational design. Well, I lied. Let me share a story about a company that has been a poster child of self-organization and autonomy, bringing them to the extreme and building its organizational culture around them. Everything was as rosy as you might have expected if you'd read books about progressive organizations. That is until it wasn't. The engagement fell flat on its face. The atmosphere nosedived. Attrition crept in. Self-organization, vast autonomy, and radically decentralized control became as much a solution to address the old problems, addressing vastly outdated management principles, as a source of a ton of new friction. We'll look at what went wrong and why. We'll make a sobering realization that making our organizations “fit for the future,” as some management thought-leaders propose, is much harder than it looks on paper. It is a failure story. And a personal one, as I'm going to talk about the company, I've spent almost a decade with – Lunar Logic.
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Self-organization: The Good, The bad and the Ugly
- 1. Self-organization The Good, the Bad, and the Ugly PAWEL BRODZINSKI @PAWELBRODZINSKI
- 4. It’s not done. It won’t be. Ever. Authority? Maybe. Autonomy? Nope. to those few who are ready and willing to take responsibility
- 11. It’s fun to work at Lunar! Lunar sucks!
- 12. So what went wrong here?!
- 13. A better question would be: what went wrong here?
- 14. Stephen Bungay: The Art of Action
- 15. ALIGNMENT AUTONOMY LOW LOW HIGH HIGH Source: S. Bungay: The Art of Action
- 16. ALIGNMENT AUTONOMY LOW LOW HIGH HIGH Confusion, Inaction Source: S. Bungay: The Art of Action
- 17. ALIGNMENT AUTONOMY LOW LOW HIGH HIGH Confusion, Inaction Clarity, Micromanagement Source: S. Bungay: The Art of Action
- 18. ALIGNMENT AUTONOMY LOW LOW HIGH HIGH Confusion, Inaction Clarity, Micromanagement Misdirected action Source: S. Bungay: The Art of Action
- 19. ALIGNMENT AUTONOMY LOW LOW HIGH HIGH Confusion, Inaction Clarity, Micromanagement Misdirected action Effective targeted action Source: S. Bungay: The Art of Action
- 20. ALIGNMENT AUTONOMY LOW LOW HIGH HIGH Confusion, Inaction Clarity, Micromanagement Misdirected action Effective targeted action Source: S. Bungay: The Art of Action
- 23. Organization’s identity: traditional model
- 24. Organization’s identity: traditional model
- 25. Organization’s identity: traditional model
- 26. Organization’s identity: traditional model
- 27. Organization’s identity: what we did
- 28. Organization’s identity: what we did
- 29. Organization’s identity: what we did “Hey, that’s not what I want!” “I thought we’d be doing something different!”
- 30. Organization’s identity: what we did IF DISAPPOINTMENT IS A GAP BETWEEN EXPECTATION AND REALITY THAN THIS IS A RECIPE FOR A DISASTER...
- 31. …WHICH INDEED ARRIVED IN A TIMELY MANNER.
- 32. I wish it were the whole story…
- 43. SELF-ORGANIZATION [DEPENDS ON] [IMPLEMENTS] AUTONOMY TRANSPARENCY MOTIVATION ENGAGEMENT MASTERY PURPOSE ALIGNMENT PSYCHOLOGICAL SAFETY DIVERSITY COLLECTIVE INTELLIGENCE CONSTRAINTS
- 44. SELF-ORGANIZATION [DEPENDS ON] [IMPLEMENTS] AUTONOMY TRANSPARENCY MOTIVATION ENGAGEMENT MASTERY PURPOSE ALIGNMENT PSYCHOLOGICAL SAFETY DIVERSITY COLLECTIVE INTELLIGENCE CONSTRAINTS RESPECT
- 45. SELF-ORGANIZATION [DEPENDS ON] [IMPLEMENTS] AUTONOMY TRANSPARENCY MOTIVATION ENGAGEMENT MASTERY PURPOSE ALIGNMENT PSYCHOLOGICAL SAFETY DIVERSITY COLLECTIVE INTELLIGENCE CONSTRAINTS RESPECT AGENCY / CARE
- 46. SELF-ORGANIZATION [DEPENDS ON] [IMPLEMENTS] AUTONOMY TRANSPARENCY MOTIVATION ENGAGEMENT MASTERY PURPOSE ALIGNMENT PSYCHOLOGICAL SAFETY DIVERSITY COLLECTIVE INTELLIGENCE CONSTRAINTS RESPECT TECHNICAL EXCELLENCE AGENCY / CARE
- 47. SELF-ORGANIZATION [DEPENDS ON] [IMPLEMENTS] AUTONOMY TRANSPARENCY MOTIVATION ENGAGEMENT MASTERY PURPOSE ALIGNMENT PSYCHOLOGICAL SAFETY DIVERSITY COLLECTIVE INTELLIGENCE CONSTRAINTS RESPECT TECHNICAL EXCELLENCE AGENCY / CARE
- 48. SELF-ORGANIZATION [DEPENDS ON] [IMPLEMENTS] AUTONOMY TRANSPARENCY MOTIVATION ENGAGEMENT MASTERY PURPOSE ALIGNMENT PSYCHOLOGICAL SAFETY DIVERSITY COLLECTIVE INTELLIGENCE CONSTRAINTS RESPECT TECHNICAL EXCELLENCE AGENCY / CARE
- 49. SELF-ORGANIZATION [DEPENDS ON] [IMPLEMENTS] AUTONOMY TRANSPARENCY MOTIVATION ENGAGEMENT MASTERY PURPOSE ALIGNMENT PSYCHOLOGICAL SAFETY DIVERSITY COLLECTIVE INTELLIGENCE CONSTRAINTS RESPECT TECHNICAL EXCELLENCE INCLUSION AGENCY / CARE
- 50. SELF-ORGANIZATION [DEPENDS ON] [IMPLEMENTS] AUTONOMY TRANSPARENCY MOTIVATION ENGAGEMENT MASTERY PURPOSE ALIGNMENT PSYCHOLOGICAL SAFETY DIVERSITY COLLECTIVE INTELLIGENCE CONSTRAINTS RESPECT TECHNICAL EXCELLENCE INCLUSION AGENCY / CARE X
- 52. The vicious cycle of the pandemic
- 53. Daniel Coyle: The Culture Code
- 54. Building safety Signals of connection generate bonds of belonging and identity. Sharing vulnerability Habits of mutual risk drive trust. Establishing purpose Narratives create shared goals and values.
- 55. LOCKDOWN WEAKENED THE CULTURE AND STARVED US OF BELONGING CLUES
- 56. Where frustration meets lack of belonging you can’t expect anything good
- 57. Is self-organization applicable only in a limited context?
- 58. Expect half-assed job with all these things in the future (because that’s what we always do)
- 59. Management revolution isn’t around the corner (despite what management through leaders tell)
- 60. We choose to go to the Moon in this decade and do the other things, not because they are easy, but because they are hard. JOHN F KENNEDY