{"id":8371,"date":"2025-06-24T07:57:45","date_gmt":"2025-06-24T06:57:45","guid":{"rendered":"https:\/\/thescrumacademy.com\/?p=8371"},"modified":"2025-07-17T08:55:41","modified_gmt":"2025-07-17T07:55:41","slug":"5-reasons-your-business-may-be-blocking-self-organization","status":"publish","type":"post","link":"https:\/\/thescrumacademy.com\/es\/2025\/06\/24\/5-reasons-your-business-may-be-blocking-self-organization\/","title":{"rendered":"5 Reasons Your Business May Be Blocking Self-Organization"},"content":{"rendered":"

In my previous article<\/a>, I described how self-organization is a fundamental property of the Universe and the default behavior of human beings. \u00a0Left to their own devices, people will self-organize. \u00a0It\u2019s just what people do.<\/p>\n

However, when I look around many organizations, the one thing I do NOT see is a lot of self-organization. \u00a0Instead, what I see is a lot of highly-paid professionals waiting around to be told what to do. \u00a0Of course, people being people they will self-organize in other areas, but not in a meaningful way around the work. \u00a0If what I have described sounds familiar to you, then I would propose that something in your business in actively inhibiting self-organization.<\/p>\n

What to Look For In Your Teams<\/h2>\n
Based on working with hundreds of teams, here are five factors that I consider essential if you want self-organizing teams. \u00a0If any one of these factors is lacking, then your teams will be unable to self-organize.<\/div>\n
    \n
  1. Constraints<\/strong>: everything which surrounds us is the result of the interactions of a well-known set of physical properties and laws. \u00a0These interactions create our environment and all the living creatures which inhabit it. \u00a0Constraints are essential for self-organization. \u00a0Without constraints, we have entropy (randomness). \u00a0With the exception of statutory constraints, very few constraints that are put upon development teams are as rigid as they seem. \u00a0In fact, most are some manager\u2019s personal preferences that have been codified. \u00a0Fix<\/strong>: make the constraints or boundaries clear to the team. \u00a0Identify which constraints are non-negotiable and which constraints reflect a personal preference.<\/em><\/li>\n
  2. Autonomy<\/strong>: most organizations are FULL<\/strong> of constraints and restrictions. \u00a0Therefore, teams are not lacking in constraints. \u00a0What they lack is the freedom of choice of how to move within the constraints imposed upon them. \u00a0Or the constraints put upon the team are so restrictive, there is no freedom of choice. \u00a0When there is only one acceptable option to implement, then it’s not a choice. \u00a0It’s a rigged system. \u00a0By definition, a complex problem always<\/strong><\/em> has multiple solutions that could work. \u00a0Fix<\/strong>: Give the team permission to test their boundaries. \u00a0Encourage lateral thinking to identify alternative solutions.<\/em><\/li>\n
  3. Visibility<\/strong>: imagine two professional basketball teams playing a game in an arena that had no windows or light. \u00a0That would be an exercise in frustration and probably involve multiple high-speed collisions. \u00a0Now imagine that same experience, but this time we turn on the lights. \u00a0When team members lack situational awareness of their surroundings, how their peers are progressing or how their work intersects with their colleagues, they simply cannot play the game they were hired to do. \u00a0Fix<\/strong>: Expose all the work the team is actively working on. \u00a0Give the team the responsibility to manage the day-to-day execution of their tasks.<\/em><\/li>\n
  4. Metrics<\/strong>: let\u2019s continue with our scenario of two professional basketball teams. \u00a0This time we turn on the lights, but withhold access to the score, shot clock or game clock. \u00a0That\u2019s not going to work. \u00a0Much of what makes basketball interesting to play, and watch, is that the players have the ability to check the score, and how much time is remaining, at any time. \u00a0Without these metrics, the players are operating in the dark. \u00a0They cannot inspect-and-adapt their strategy and without inspect-and-adapt, they lose. \u00a0It\u2019s exactly the same for a team building software products. \u00a0When teams do not have access to timely metrics on how much time is remaining and how well they are doing with respect to their goal, they cannot win. \u00a0Fix<\/strong>: Work with the team to identify two to three metrics that demonstrate progress towards their goal. \u00a0Give the team the responsibility to manage their progress using these metrics.<\/em><\/li>\n
  5. Emergent leadership<\/strong>: before the COVID-19 pandemic, I would facilitate an exercise in my Certified ScrumMaster courses<\/a> where the participants would self-organize into groups based on simple factors over multiple iterations. \u00a0Every time, the groups would fail to achieve the objective in the first iteration. \u00a0Once confronted with their lack of progress, the groups would always succeed in the second iteration. \u00a0Why? \u00a0Because a leader would emerge that would drive the group towards a solution. \u00a0I observed this behavior hundreds of times over multiple years, locations and cultures. \u00a0What it revealed to me is that self-organization requires leadership. \u00a0But the leadership cannot be imposed. \u00a0It must be emergent. \u00a0Fix<\/strong>: Support emergent leadership within your teams. \u00a0Encourage multiple experiments to prove, or disprove, a hypothesis when teams fail to reach consensus on a decision or solution.<\/em><\/li>\n<\/ol>\n

    The Leader\u2019s Role to Support Self-Organization<\/h2>\n

    As a leader, it\u2019s your responsibility to create an environment where teams and teamwork can thrive. \u00a0If you discover something in your environment is preventing your teams from self-organizing, then I propose you have a responsibility to remove that impediment. \u00a0If you cannot remove the impediment, then I recommend that you find a way to minimize its impact.<\/p>\n

    In the next article<\/a> of this series, I will explain what to do if you\u2019ve tried everything listed here and there is STILL<\/strong> no self-organization.<\/p>\n","protected":false},"excerpt":{"rendered":"

    In my previous article, I described how self-organization is a fundamental property of the Universe and the default behavior of human beings. \u00a0Left to their own devices, people will self-organize. 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