Thread by @dannybuerkli

🧶 There are lots of myths and misconceptions around self-management/self-organisation.

This is because we often know what we are stepping *away* from (positional hierarchy, 'power-over') but we're less clear on what we're stepping *into*.

Addressing these myths is important. We can all figure this out eventually but why not speed up the learning if we can, particularly for people who are new to the organisation?

So, here are my 11 favorite myths about self-organisation:

4 disclaimers:

- These apply to the self-organisation model we use in the Europe-based team at @CPI_foundation. Your mileage may vary

- I bought into all of these myths at some point, i.e. this isn't a dig at 'people who don't get it'. This is what I wish I had known earlier

4 disclaimers: (cont'd)

- While we have a self-organisation model that I think works well it's not where we want it to be. Some (though not all) of these 'myths' will at times have a shade of truth to them

- All of this is complex, there are limits to nuance on the Twitter...

#1

⭕️Myth: Everyone does whatever they want.

🌀Reality: We are intentional about the commitments we make to each other and we renegotiate them where necessary. We have *strong* mechanisms to ensure collective decision-making & alignment.

#2

⭕️Myth: There's no specialization, everyone does everything.

🌀Reality: We have clear roles and we seek to make the best of everyone's abilities & experiences. Self-mgmt doesn't preclude specialization where necessary.

#3

⭕️Myth: There is no hierarchy

🌀Reality: There is no *positional* hierarchy but there is - where appropriate - a 'hierarchy of competence'.

#4

⭕️Myth: Everything is decided by consensus

🌀Reality: We only aim for consensus where appropriate. There are plenty of other decision-making mechanisms available (e.g. consent, the advice process, concordance)

#5

⭕️Myth: There is no structure

🌀Reality: In many ways, we have a lot *more* structure than we had before. This is the most structured way of working I've encountered. Self-mgmt requires us to be explicit and intentional about how we work.

#6

⭕️Myth: There is no accountability

🌀Reality: Because of the high degree of internal transparency (everyone knows everyone's roles, all projects are clearly defined and we know who works on what) there is a high degree of collective accountability

#7

⭕️Myth: Self-management is some new, hip thing invented by tech start-ups

🌀Reality: These ideas and practices have been around for a long time and nothing about this is fundamentally new

#8

⭕️Myth: There exists The One True Model of self-management

🌀Reality: Opinions differ on this out there but we believe in building our own 'custom fit' version of self-management. We're not following The One Model but we look broadly for inspiration and then build our own.

#9

⭕️Myth: Self-management is all about everyone being happy all the time

🌀Reality: We care about being an effective and purposeful organisation and that requires us to cultivate the ability to have tough and difficult conversations when needed.

#10

⭕️Myth: Leaders aren't allowed to lead, they must abdicate

🌀Reality: Leadership is as necessary as in any other organisation (if not more). Leadership in self-org however looks different. It's about fostering adult-adult relationships, not about 'managing' and 'directing'.

#11

⭕️Myth: It's all a spectrum. My organisation is basically 'self-managing' even if we still have formal managers.

🌀Reality: It's a spectrum but there's a break somewhere & you always know on which side of it you are. There is tremendous power in going 'all the way'.

There's also a piece on Medium by @disruptandlearn on this same question which is well worth your time: medium.com/culturati/thre…

We've had lots of kind and generous help from fellow travelers as we try to figure this out.

Some of them are listed here:

https://twitter.com/dannybuerkli/status/1156473379333038080