The Team is the Boss
Successful cooperation is both: Path and goal. Good methods and tools make it much easier for a team to organize itself. Encourage your team to take the first steps in this direction and experience the difference.
Success through genuine self-organization Success through genuine self-organization
ISBN 978-3-384-03218-8
There are many possibilities, to be Boss. The best is ...
This is how the team becomes the boss!
… the Team as a Boss
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Do you already know the 6 hurdles of organic self-organization? Self-organization runs - who would have thought it - as if by itself. The team is organized by the self of each team member. There are six hurdles that need to be taken into account. You should prepare for these, as it may take some training for the team to learn to overcome them with ease. These 6 hurdles are: Click on the hurdle your team is currently facing. If you are interested in this topic, sign up for the newsletter and find out more about NVC-plus and the organic self-organization of teams and companies :
What advantages does the whole team have as a boss? Logically speaking, a good team would be the better boss in most situations. There are many reasons for this: Many eyes see more than just two and all team members can consult with each other on eye level and thus network their knowledge and potential. They are close to the project and often find more possible solutions together. Communication is also like a river that flows badly upwards, while the water spreads horizontally all by itself. Without a hierarchy, guilt and shame are a toothless wolf, which is good for the team and error culture.
What is organic self-organization? A team can be organized in a dominant, functional or caring way. At best, a functional team works like a machine. You have to supply it with electricity, switch it on and program it. An organic team, on the other hand, is driven and guided by inner life forces. Inspiration, understanding, curiosity, drive, the will to create and the joy of shared success fill the team with life from within. The conscious self of each team member helps to steer the team. For this to work smoothly, however, a suitable method   for self-organization and good tools are required.
What are the most common questions and concerns? Is this also possible with virtual teams? What happens if it goes wrong? How long does the changeover take? What happens if not everyone likes it? What will be the task of the current bosses? Can an entire company organize itself organically? There are many questions and the most important questions and their answers only come with practice. Before that, people often doubt rather than really ask, because many have a queasy feeling about change, especially if it affects their own position. But the reassuring thing about organic self-organization is that your own intuition is used as a compass. Together, you can take corrective action based on the team's sensitive project wisdom. Perfection is not required. Appropriate or at least sufficient action is the guideline for organic self-organization. What is already known from other methods also applies: fail quickly, learn quickly and take the paths that open up.
There are three good reasons to let the whole team be boss: 1 . Your project/task: The project you are pursuing as a team is complex and requires very consciously coordinated collaboration. You organize and refine your product as you work on it. Creativity, mindfulness and good communication are required. You cannot rely on standardized and automated processes. For success, you need the inspired interaction of everyone involved. 2 . Team design: You are a group of people who see themselves as equals and you don't know how to introduce a compatible hierarchy. Or you have a hierarchy and not only want to flatten it, but would prefer to get rid of it altogether without losing seriousness, commitment and leadership. Start-ups, initiatives, collaborations with the self-employed, new work projects, specialist teams and jobs need new forms of self- organization. 3 . Curiosity and a willingness to experiment: Y ou would simply like to position yourself better and have both the flexibility and the project with which you want to try organic self- organization. Perhaps the equal interaction of different people fits in perfectly with your corporate philosophy
What is the risk? Self-organization requires the willingness and certain skills of each individual. So before you start practising, it makes sense to analyze the current team situation. The checklist   is also helpful here. Any change can initially lead to destabilization. A team should therefore be aware of its weak points and be willing to engage in organic self-organization. If you sense a growing sense of curiosity and anticipation, you can get started. If there is no inspiration, there is still something missing, or self-organization is not yet your topic. We are happy to help with these considerations. >>
too complicated for you We are happy to help And if that gets
A self-organizing team is invincible, unless it defeats itself.
Chapter 01 - Introduction
QUICK START
The 6 hurdles of self-organization
too complicated for you... We love to help And if that gets
A self-organizing team is invincible, unless it defeats itself.
There are many ways to be a boss …
The Team is the Boss
… the best is the whole Team as Boss!  
Chapter 01 - Introduction
Do you already know the 6 hurdles of organic self-organization? Self-organization runs - who would have thought it - as if by itself. The team is organized by the self of each team member. There are six hurdles that need to be taken into account. You should prepare for these, as it may take some training for the team to learn to overcome them with ease. These 6 hurdles are: Click on the hurdle your team is currently facing. If you are interested in this topic, sign up for the newsletter and find out more about NVC-plus and the organic self-organization of teams and companies :
What are the most common questions and concerns? Is this also possible with virtual teams? What happens if it goes wrong? How long does the changeover take? What happens if not everyone likes it? What will be the task of the current bosses? Can an entire company organize itself organically? There are many questions and the most important questions and their answers only come with practice. Before that, people often doubt rather than really ask, because many have a queasy feeling about change, especially if it affects their own position. But the reassuring thing about organic self- organization is that your own intuition is used as a compass. Together, you can take corrective action based on the team's sensitive project wisdom. Perfection is not required. Appropriate or at least sufficient action is the guideline for organic self- organization. What is already known from other methods also applies: fail quickly, learn quickly and take the paths that open up.
What advantages does the whole team have as a boss? Logically speaking, a good team would be the better boss in most situations. There are m a n y r e a s o n s for this: Many eyes see more than just two and all team members can consult with each other on eye level and thus network their knowledge and potential. They are close to the project and often find more possible solutions together. Communication is also like a river that flows badly upwards, while the water spreads horizontally all by itself. Without a hierarchy, guilt and shame are a toothless wolf, which is good for the team and error culture.
What is organic self-organization? A team can be organized in a dominant, functional or caring way. At best, a functional team works like a machine. You have to supply it with electricity, switch it on and program it. An organic team, on the other hand, is driven and guided by inner life forces. Inspiration, understanding, curiosity, drive, the will to create and the joy of shared success fill the team with life from within. The conscious self of each team member helps to steer the team. For this to work smoothly, however, a suitable method for self-organization and good tools     are required.
What is the risk? Self-organization requires the willingness and certain skills of each individual. So before you start practising, it makes sense to analyze the current team situation. The checklist      is also helpful here. Any change can initially lead to destabilization. A team should therefore be aware of its weak points and be willing to engage in organic self-organization. If you sense a growing sense of curiosity and anticipation, you can get started. If there is no inspiration, there is still something missing, or self-organization is not yet your topic. We are happy to help with these considerations. >>
Successful cooperation is both: Path and goal. Good methods and tools make it much easier for a team to organize itself. Encourage your team to take the first steps in this direction and experience the difference.
There are three good reasons to let the whole team be boss: 1 . Your project/task: The project you are pursuing as a team is complex and requires very consciously coordinated collaboration. You organize and refine your product as you work on it. Creativity, mindfulness and good communication are required. You cannot rely on standardized and automated processes. For success, you need the inspired interaction of everyone involved. 2 . Team design: You are a group of people who see themselves as equals and you don't know how to introduce a compatible hierarchy. Or you have a hierarchy and not only want to flatten it, but would prefer to get rid of it altogether without losing seriousness, commitment and leadership. Start-ups, initiatives, collaborations with the self-employed, new work projects, specialist teams and jobs need new forms of self-organization. 3 . Curiosity and a willingness to experiment: Y ou would simply like to position yourself better and have both the flexibility and the project with which you want to try organic self-organization. Perhaps the equal interaction of different people fits in perfectly with your corporate philosophy
1. Team culture
2. Emotions and Sensitivity
3. Conflicts
5. Toolbox
6. Integral Management
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