Chapter about autonomy

autonomy.md

@@ -0,0 +1,27 @@
+# Autonomy
+
+When comparing with other similar teams, a significant difference emerges which is the autonomy of team members.
+Even if the group is very tight together, a counter force exists which allows people to drive their own projects.
+This balance is key to keep a creative and challenging environment where each employee can sparkle new ideas
+or concepts.
+
+Within a team, autonomy can be seen as a disruptive factor but it's also a positive way to drive other team members
+to provide feedback and become autonomous too.
+ 
+The autonomy comes with an additional challenge for some people but especially organisations: *responsibility* 
+which can be the most complex aspect to deal within an organisation. The challenge lies in how a staff is perceived.
+The employee is no more a simple element of an organisation which is waiting for orders from a hierarchy. He or she
+becomes an element that can change, drive or even break how an organisation is conducted.
+
+Within our organisation, there is this constant "fight" to rethink or change the driving forces in the organisation,
+the team and position of each others. We think this is part of the organisation and the system. If there is not a
+constant stream discussions, critics or improvements, an organisation can be considered in a dying state.
+
+Some guests who visited us where surprised in the day-to-day discussions where some staff can be very critics. As
+there is no latent discussions about a broken model or project, critical thinking is done as early as possible and provide
+a ground for proposing improvements or updates. The main idea behind the critical approach used within our team is
+always to come with proposals which are realistic enough and can be put in practice by the one(s) proposing or together as a group.
+ 
+## References
+
+- Ref RedHat (CEO) book