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CREATING SELF ORGANISING AND HIGH PERFORMANCE TEAMS

CREATING SELF ORGANISING AND HIGH-PERFORMANCE TEAMS



The social media explosion has made us present to a human phenomena; the emergence of self-organising groups. Be it on Facebook, Twitter, Instagram etc, we get to see people converging and organising into groups based on common views, affiliations, interests, and relationships. These self-created virtual spaces facilitate shared ideas and realisations. I am sure most of us follow or participate in online self-organised forums that have been created with a common interest and a shared worldview that even you subscribe too. The intent seems clear, teams are founded on shared ownership perform better. But what is exactly the technology behind this? Is it all about setting corporate goals and giving freedom to motivated members enough to generate high performing teams? Let us examine the issue:

The Structure of High Performing Teams

A high performing team is first and foremost a team. Alex van der Star in his article on Characteristics of High-performance teams list eight fundamentals:

In a team:
Leadership is fulfilled by shared leadership roles (in a working group, leadership is strong and clearly focused);

Members have individual and mutual accountability (in a working group, accountability is on an individual level);

The purpose motive comes from a specific team purpose that the team itself delivers (in a working group, the purpose motive is the same as the broader organizational mission);

People work on individual and collective work products (as opposed to a working group, where members only work on individual work products);

Performance is greater than the sum of the individual bests of the team members (in a working group performance is the sum of the individual bests of its members);

The meeting goal is to have an open-ended discussion and active problem solving (in a working group it is efficiency); read more

There is more to leading a self-organizing team than exercising leadership and getting out of the way. Agile Leaders influence teams in nonintrusive and indirect ways. It is impossible for a leader to accurately predict how a team will respond to a change, whether that change is a different team composition, new standards of performance, a stringent selection system, or so on. Leaders will never have all the answers, but Agile helps him address them in a more fulfilling and constructive manner. Agile creates empowered leaders, leading teams that are self-generating and fully integrated towards the achievement of high-performance tasks and goals. 


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