{"id":1228,"date":"2013-02-11T15:01:01","date_gmt":"2013-02-11T14:01:01","guid":{"rendered":"http:\/\/blog.gocept.com\/?p=1228"},"modified":"2013-03-20T17:13:29","modified_gmt":"2013-03-20T16:13:29","slug":"overcoming-self-organization-blocks-in-agile-teams","status":"publish","type":"post","link":"https:\/\/blog.gocept.com\/2013\/02\/11\/overcoming-self-organization-blocks-in-agile-teams\/","title":{"rendered":"Overcoming Self-organization Blocks in Agile Teams"},"content":{"rendered":"

At the SQD2013 conference<\/a> Andrea Provaglio (@andreaprovaglio<\/a>) talked about the social aspects of software development. He says, software development is intangible, collaborative and heuristic while our education prepares us for linear, standardized and predictable processes. (Software development) teams are systems. Systems self-organize, if they can. (A plant is a system, and it self-organizes; it turns towards the light).<\/p>\n

Self-organization (in a software development team) cannot be enforced, it can only be enabled. The team cannot be empowered<\/em>\u00a0to self-organize: Power can be given, power can be taken. The team needs the room to emancipate: emancipation cannot be taken away. Nevertheless self-organization needs leadership to align the team with the business goals and share existing constraints. Leading is different from commanding, though.<\/p>\n

There are indicators for why self-organization doesn’t happen:<\/p>\n