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Aug

2009

informal coalitions: Self-organization and emergence: #2 – Organizational dynamics v organization design and development

The particular focus here is on the points I made in response to John Tropea’s interesting vision of what he calls a “role-based” organization. In this, individuals would have greater discretion to organize their own roles and relationships to suit their particular talents and interests

informalcoalitions.typepad.com/...on-design-and-development.html

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role rolebasedorganization organization selforganization selfmanagement talent management

Despite retaining these beliefs, I would not equate this approach with the idea of “self-organization” in the sense that I now talk about it
However, the critical thing to emphasize here is that it is the conversational interactions that are self-organizing. And it is through the self-organizing interplay of these ‘local’ conversations across the organization and beyond that ‘global’ outcomes emerge.
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- I argue similarly in my Unlocking Organizational Talent framework that there is a need for “boundary management”. As individuals develop along the four dimensions, a key focus for the manager/team leader is simultaneously to enable and constrain performance by seeking to ‘manage’ the boundaries within which team members are operating.
- To sum up, then, I see self-organization as a dynamic of all organizations, regardless of how these might be designed and managed from a formal standpoint. Outcomes emerge from this process - both locally and globally.

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