Why are companies moving towards Self Managed Teams?
Whilst there are many different types of teams, with functions and modes of operating determined by the requirements of a particular goal, we will briefly describe 3 common team structures that are easily recognisable in the real world.
Most people will be familiar with the structure of virtual teams, given how workplaces have been forced to develop over the pandemic. Here, members use technology to work across location and time boundaries to complete a common objective. As individuals are rarely, if ever, in physical contact with one another, a high degree of trust is required that all members of the teams are completing their assigned tasks and contributing to the success of the group. Leaders must ensure that they are providing ongoing coaching, evaluation, and feedback due to the autonomous nature of this type of work. A commonly encountered example of virtual teams are call-centre based customer service teams.
As the name suggests, problem-solving teams are small teams that are generally formed to solve a specific problem. The life cycle of the team may be short-lived, if the problem is known and clearly defined, or more permanent if operating from a more generalised risk-management perspective. Problem-solving teams generally lack the power to implement unilateral changes, hence the focus on defined issues. A common example of such teams are quality control teams that meet to solve specific product-related issues and recommend improvements.
Cross-functional teams are comprised of individuals from different functional units, each contributing a unique skillset. The makeup of such teams enables diverse input on projects, encouraging innovation and problem-solving. It may take time for these teams to become effective as building trust and commitment is often challenging due to pre-existing attitudes and relationships. To counter this, all perspectives and experiences must be considered to ensure the effectiveness of the group. Cross-functional teams are often utilised in tech-focused companies due to their adaptable and agile natures.
What Are Self-Managed Teams?
Unlike traditional hierarchical structures, self-managed teams operate autonomously. Here are the defining features:
Autonomy:
Self-managed teams thrive on autonomy. Each member takes ownership of their tasks, goals, and responsibilities.
There’s no rigid hierarchy; decisions are made collaboratively within the team.
Collaboration:
Collaboration is at the core of self-managed teams.
Team members work together, leveraging diverse skills and perspectives.
Ownership:
A strong sense of ownership drives self-managed teams.
Members take pride in their work, feeling personally invested in the project’s success or failure.
Accountability:
Accountability is shared among team members.
Everyone is responsible for individual performance and overall project outcomes.
Continuous Improvement:
Self-managed teams embrace a culture of continuous learning and improvement.
They adapt, innovate, and refine processes as needed.
Self-managed teams can take many forms, including those of more traditional teams. In contrast to traditional teams however, self-managed teams operate independently of traditional hierarchies and command & control structures. They are comprised of small groups of individuals who are empowered to perform their roles based on procedural decisions made within the team, with minimal or no outside direction. It is not unusual for teams to select their own members and to evaluate their own performance, activities usually thought of as management functions. The group also determines their own work assignments within the team and are jointly responsible for an entire project from inception to completion. The role of leader is also fluid, shifting among members depending on the project’s particular requirements at a given time.
Google is well known for its reliance on self-managed teams. The company’s software engineers responsible for developing new products and services typically work in small 3- or 4-person product development teams, as larger teams are split into groups to work on specific parts of larger projects.
Self managed teams, under the right conditions, can be advantageous compared to other, more traditional, team structures.
The benefits of self managed team include;
Faster Decision Making
Reduced Costs & increased productivity, and
Increased Innovation & Flexibility
By design, SMT’s make the decisions that their former managers would have made. Therefore, an SMT can ‘turn-around’ decision making quicker than a traditionally structured team. For example, when a decision needs to be made in a traditionally structured team, the process is more formalised and structured. Typically, it will require the team to prepare a full debrief on the issue and collation of relevant information into a digestible format for the manager. The manager then must familiarise themselves with the issue to an appropriate level of detail. Once the manager makes the decision, they then needs to “sell” the decision to the team.
In environments where fast decision making is valuable, SMT’s can be advantageous over other team structures. There are also potential cost savings in SMTs. The decision making and supervision formerly provided by supervisors and middle management are transferred to within the SMT, thus making middle management roles redundant.
Furthermore, the faster decision-making results in less down-time waiting for decisions, thus increasing productivity. To realise these advantages, the decision making necessary to the task must be within the SMTs capabilities. This is particularly true of tasks of a technical nature, where members of the SMT are the most knowledgeable of the technical systems directly related to the work.
There is more scope for innovative ideas to arise within SMTs and more flexibility in adjusting to environmental changes. As SMT’s are less structured and authoritative, there are less ‘hoops’ to go through to trial more innovative ideas. When innovative ideas are born from within the team, there are less difficulties in implementing them. Conversely, ideas that are born externally and enforced onto the team are more likely to encounter resistance.
Innovation & Flexibility is increasingly important to organisations operating in environments with high instability, such as industries with rapid technological changes, increased globalised competition, changing government regulations and policies effecting the industry.
SMTs are not a ‘one size fits all’ solution to organisational structure. Certain conditions lend themselves to the introduction of self-managed teams.
Including;
Job Tasks that are of a technical nature,
Uncertainty & Instability requiring quick decision making and flexibility, and
High value on innovation
Keys to Success
1. Clear Goals and Objectives:
Define specific, measurable goals for the team.
Ensure alignment with the project’s overall vision.
2. Effective Communication Channels:
Open communication fosters collaboration.
Regular team meetings, transparent discussions, and active listening are crucial.
3. Empowerment and Trust:
Trust team members to make decisions within their areas of responsibility.
Empower them to take initiative and solve problems.
4. Resource Allocation:
Provide necessary resources (tools, training, and support).
Remove obstacles hindering productivity.
5. Result-Based Timelines:
Set clear deadlines tied to project milestones.
Monitor progress and adjust timelines as needed.
Pitfalls to Avoid
1. Lack of Clarity:
Unclear goals lead to confusion.
Ensure everyone understands their roles and responsibilities.
2. Micromanagement:
Micromanaging undermines autonomy.
Trust the team’s abilities and avoid excessive supervision.
3. Conflict Avoidance:
Healthy conflict drives growth.
Address disagreements constructively to find optimal solutions.
4. Resistance to Change:
Some team members may resist self-management.
Provide training and support during the transition.
5. Ignoring Feedback:
Feedback fuels improvement.
Regularly seek input from team members and adapt accordingly.
