InfoQ Homepage Self-organizing Team Content on InfoQ
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Power to the People: Unleashing Teams through Liberating Structures
Liberating Structures are a great way for teams to find their voice. They make this happen by asking us to think creatively about the kinds of invitations we are making, and by subverting the normal power dynamics in a meeting. In this article, Greg Myer shares how he is using Liberating Structures at Capital One.
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Q&A on the Book Elastic Leadership
The book Elastic Leadership by Roy Osherove shows how teams have a need for different types of leadership depending on the state that they are in and what can be done to grow teams towards true self-organization. It provides values, techniques, and practices that leaders can use in their daily work.
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Q&A on the Book OpenSpace Beta - A Handbook for Organizational Transformation in Just 90 Days
The book OpenSpace Beta by Silke Hermann and Niels Pflaeging describes an invitation-based approach for rapid and lasting organizational change using concepts such as OpenSpace and the BetaCodex. It provides a visual timeline with roles and components to guide a co-creation based transformation.
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Culture & Methods – the State of Practice in 2019
The latest Culture and Methods Topic Graph shows the topics that the editorial team feels are gaining traction and should be explored at the beginning of 2019.
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How to Make Cross-Functional Operations a Team Effort
Increase transparency, facilitate the flow of communication, and increase productivity across your organization by cultivating the right approach and best practices in team building. Cross-functional collaboration lets you leverage the power of individual capabilities as well as teamwork to accelerate and improve operational effectiveness.
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Why the Agile Manifesto Still Matters
The lack of appreciation for the relevance of the Agile Manifesto’s Values and Principles, even to the point of people “doing Agile” and not being aware of these fundamental ideas at all, can be a serious problem. This article explains why the Manifesto still matters.
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Managing to the Next Century - The Five Big Things for Agile Transitions
This article explores the key things to think about and prepare for when your organization is transitioning to an agile approach. He emphasizes the importance of supporting and protecting agile culture, self-organization, managing with outcomes, removing sources of waste and delay, and measuring and improving value delivered with frequent feedback.
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Q&A on the Book Humble Leadership
The book Humble Leadership by Edgar and Peter Schein explores how building personal relationships and trust gives way to leadership that enables better information flow and self-management. The authors argue that we already possess the skill to form personal relations, and suggests using them to build and strengthen relationships with the people we lead and follow.
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Scaling Autonomy at Zalando
Autonomy isn't something you can just give to a team, it’s something that teams learn and earn over time. It has to come with accountability to amplify working towards a purpose. At Zalando, creating the right architecture and organizational structure reduced the amount of alignment needed and freed up the energy to be more thorough where alignment is needed.
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Q&A on the Book Many Voices, One Song - Shared Power with Sociocracy
The book Many Voices, One Song - Shared Power with Sociocracy by Ted Rau and Jerry Koch-Gonzalez provides a collection of sociocratic tools and principles and stories about applying sociocracy. It can be used as a reference for implementing sociocracy in organizations to establish self-governance.
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Decision Making in a Company with No Managers
Self-managed companies are emerging as a viable option for the future of work. The transformation from standard hierarchical organisation to a flat structure is definitely beneficial, but obviously a challenging process. This article explores how SoftwareMill, a Polish software house, did it.
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Patterns for Microservice Developer Workflows and Deployment: Q&A with Rafael Schloming
Drawing on his experience with developing a microservices application at Datawire in 2013, Rafael Schloming argues that one of the most important — although often ignored — questions a development lead should ask is "How do I break up my monolithic process?" as the development process is critical to establishing and maintaining velocity.