To implement a self-organized organizational structure, suitable corporate culture and intrinsic motivation are essential. Change is always related to habits, culture, and mindset. The following basic principles are crucial for successful cooperation of self-organized teams in agile companies. 

Self-organization provides no reason to withhold information about activities, processes, and their results from others. On the contrary – clearly defined roles, with their accountabilities and expected actions, as well as meeting formats, serve to create transparency. This facilitates common understanding and enables continuous improvement in specific placesTransparency is also an important prerequisite for opennesswhich is necessary to allow the organization’s employees to act autonomously and to receive input. 

Every human perceives the world subjectively. Individual needs are based on these subjective perceptions of the world. Every action is an attempt characterized by positive intention to fulfil one’s own needs in a meaningful way. The same applies to decisions made within roles. It should always be assumed that any action was taken in the interest of the entire organization 

This positive basic assumption makes it easier to understand the behavior of other persons in conflict situations instead of interpreting a specific behavior as a negative intention against oneself. Colleagues are also not accused of having negative intentions in case they miss appointments or meetings. Even when employees are absent, it is assumed that the best possible knowledge is still available among the participantsFurthermore, it is important to adhere to and trust in the processes to fulfil the shared purpose of the organization.

Each role owner may make both substantial and operational decisions in his or her own field of action. The aim is to act effectively and swiftly within roles – without the need for a majority decision or waiting for confirmation from a higher authority. The roles in self-organization all act on an equal level and no role is superior to another.  

According to the positive basic assumption, decisions of the acting roles are always made to the best of their knowledge and belief. The decisions within the roles are accepted and supported by the rest of the organization. 

All employees are encouraged to take responsibility for themselves to ensure that self-organization can be lived successfully. This includes independent acting within the role to fulfil the expected contribution, as the entire organization and other roles may depend on it. In addition, there is a commitment to transparency while managing projects and to the perception and mentioning tensions. In this way, the best possible potential can be utilized both from the role and the organization 

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