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Leading Self-Organising Teams
What are self-organising teams? Why do we need them? How can we effectively lead in a self-organising environment?
This workbook provides practice-based answers to these questions. Focused on helping lean and agile professionals to improve, these answers offer a clear understanding of what self-organisation is about and why we need it to meet the challenges of the 21st century. The author gives an overview on the cornerstones of so-called leadership as a team sport and wants to encourage you to make good use of the broad collection of proven tools he offers.
By combining fundamentals (the “why”), specific values and capabilities (the “what”), and practical tools (the “how”), this book tries to be as much of a cookbook as possible. Its recipes are based on the following ingredients:
1. a clear definition of self-organisation;
2. a simple model for leading self-organising teams, consisting of values, capabilities and tools;
3. four core values: commitment, simplicity, respect and courage;
4. four core capabilities: focusing, designing, facilitating, and changing;
a broad variety of tools to realise your capabilities.
This workbook provides practice-based answers to these questions. Focused on helping lean and agile professionals to improve, these answers offer a clear understanding of what self-organisation is about and why we need it to meet the challenges of the 21st century. The author gives an overview on the cornerstones of so-called leadership as a team sport and wants to encourage you to make good use of the broad collection of proven tools he offers.
By combining fundamentals (the “why”), specific values and capabilities (the “what”), and practical tools (the “how”), this book tries to be as much of a cookbook as possible. Its recipes are based on the following ingredients:
1. a clear definition of self-organisation;
2. a simple model for leading self-organising teams, consisting of values, capabilities and tools;
3. four core values: commitment, simplicity, respect and courage;
4. four core capabilities: focusing, designing, facilitating, and changing;
a broad variety of tools to realise your capabilities.
149 pages, ebook
First published March 23, 2015
26 people want to read
About the author
Siegfried Kaltenecker
13 books8 followersSiegfried Kaltenecker is the joint managing director of Loop Consultancy, specialising in organisation and leadership development and based in Vienna.
As an expert in lean and agile change management, Sigi has already been involved with multiple international companies such as Alcatel, bwin.party, eSailors, Kaba, ImmoScout24, Magna, RWE, Swiss Federal Railways, and Thales Group. He is a certified systemic organisation consultant, ScrumMaster, Scrum Product Owner, and Kanban Coaching Professional. Sigi co-edits the Platform for Agile Management (p-a-m.org), has authored various articles on lean and agile topics and is co-author of Kanban Change Leadership, which will be published in English in 2015.
As an expert in lean and agile change management, Sigi has already been involved with multiple international companies such as Alcatel, bwin.party, eSailors, Kaba, ImmoScout24, Magna, RWE, Swiss Federal Railways, and Thales Group. He is a certified systemic organisation consultant, ScrumMaster, Scrum Product Owner, and Kanban Coaching Professional. Sigi co-edits the Platform for Agile Management (p-a-m.org), has authored various articles on lean and agile topics and is co-author of Kanban Change Leadership, which will be published in English in 2015.
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Displaying 1 - 2 of 2 reviews
August 31, 2019
Isn't the title already a contradiction? How can you lead something which organises itself?
In fact, I personally feel this is actually a very important topic to address as I have met a lot of people who claim that self-organising requires more management, not less. So, how do you solve this contradiction?
The author tackles this problem in the book by (1) providing some conceptual frameworks about self-organising to begin with, (2) clearly proposing his own model, and (3) exploring in a structured way values, capabilities, tools … that help you getting teams closer to self-steering. Because of the vast experience of the author in the field combined with a good knowledge of the existing authors and methodologies, this makes it an excellent book giving you practical handles for you to use in your own actual field work.
Again a recommended book :)!
In fact, I personally feel this is actually a very important topic to address as I have met a lot of people who claim that self-organising requires more management, not less. So, how do you solve this contradiction?
The author tackles this problem in the book by (1) providing some conceptual frameworks about self-organising to begin with, (2) clearly proposing his own model, and (3) exploring in a structured way values, capabilities, tools … that help you getting teams closer to self-steering. Because of the vast experience of the author in the field combined with a good knowledge of the existing authors and methodologies, this makes it an excellent book giving you practical handles for you to use in your own actual field work.
Again a recommended book :)!
December 2, 2016
Essential book for every person who is going to work or is working in Scrum or kanban team. Defines clearly what does term "self-organize" mean. Also describes the managemant side, how they support such progress.
In the ent there are pretty good worksheets what you can look when giving feedback or doing other Agile meetings.
In the ent there are pretty good worksheets what you can look when giving feedback or doing other Agile meetings.
Displaying 1 - 2 of 2 reviews