Self-managed teams are groups of employees who work with minimum supervision. Whereas in a hierarchical organisation employees have to report to managers, self-managed teams are responsible for handling various assignments, solving problems, and making decisions. Holacracy is one of the more recent systems of structuring self-managed teams within an organisation. When fully adopted, there is no conventional management hierarchy; instead, power is fully distributed, giving individuals and teams the freedom to self-manage while staying aligned to the organisation’s core purpose. Holacracy favours small teams, called circles, with team members holding a number of different roles depending on the assignment. These circles self-organise, make rapid consensus-based decisions, and have the flexibility to adjust roles and solutions effectively to meet organisational goals.
In This Report:
- What are “self-managed teams” and “Holacracy”?
- Which organisations have received recognition for their use of self-managed teams and Holacracy?
- How have organisations reached high levels of success through their use of self-managed teams and Holacracy?
- What research has been undertaken into self-managed teams and Holacracy?
- What tools and methods are used to achieve high levels of success using self-managed teams and Holacracy?
- How can success in the use of self-managed teams and Holacracy be measured?
- What do business leaders say about self-managed teams and Holacracy?
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