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27 lines
1.9 KiB
Markdown
Executable file
27 lines
1.9 KiB
Markdown
Executable file
# Autonomy
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When comparing with other similar teams, a significant difference emerges which is the autonomy of team members.
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Even if the group is very tight together, a counter force exists which allows people to drive their own projects.
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This balance is key to keep a creative and challenging environment where each employee can sparkle new ideas
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or concepts.
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Within a team, autonomy can be seen as a disruptive factor but it's also a positive way to drive other team members
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to provide feedback and become autonomous too.
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The autonomy comes with an additional challenge for some people but especially organisations: *responsibility*
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which can be the most complex aspect to deal within an organisation. The challenge lies in how a staff is perceived.
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The employee is no more a simple element of an organisation which is waiting for orders from a hierarchy. He or she
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becomes an element that can change, drive or even break how an organisation is conducted.
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Within our organisation, there is this constant "fight" to rethink or change the driving forces in the organisation,
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the team and position of each others. We think this is part of the organisation and the system. If there is not a
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constant stream discussions, critics or improvements, an organisation can be considered in a dying state.
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Some guests who visited us where surprised in the day-to-day discussions where some staff can be very critics. As
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there is no latent discussions about a broken model or project, critical thinking is done as early as possible and provide
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a ground for proposing improvements or updates. The main idea behind the critical approach used within our team is
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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.
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## References
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- [The Open Organization: Igniting Passion and Performance](https://hbr.org/product/the-open-organization-igniting-passion-and-performance/13980-HBK-ENG)
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