Hierarchies: In some organizations, they are set in stone, while in others they are fluid or non-existent. In some, they are openly visible, while in others, they exist as hidden shadow structures. In our practical module “First Interventions for Less Hierarchical Work,” we explored the steps that are particularly valuable for helping people and organizations move toward more self-organization. Here, we share our thoughts:

WHAT DO WE ACTUALLY MEAN BY LESS HIERARCHICAL WORK AND SELF-ORGANIZATION?

There is often misunderstanding around the word “self-organization.” Many people associate it with the individual level: How do I organize myself well? However, when we speak of self-organization, we mean the team or organizational level: How do we, as a team or organization, organize ourselves without fixed hierarchies? Self-organization can be defined as a form of organization in which people shape their collaboration in a purpose-driven and goal-oriented way while experiencing self-efficacy and the unfolding of potential. In self-organized systems, hierarchies are not tied to individuals but are fluid.

In contrast, traditional hierarchies are power and decision structures that are linked to specific individuals.

WHAT ARE THE FIRST STEPS TOWARD (MORE) SELF-ORGANIZATION?

The journey toward a fully self-organized organization can be a long one. But in our view, the first interventions needed are the creation of safe spaces and fostering self-responsibility.

SAFE, FEAR-FREE SPACES: TRUST INSTEAD OF FEAR

In our eyes, the creation of safe spaces where all employees can express themselves and contribute without fear of negative consequences is a prerequisite for self-organization. There are various approaches to achieving this. Often, creating new structures is a way to enable more freedom and self-organization. We particularly look at meetings, as power structures are often cemented there. To uncover the power dynamics in your meetings, you could ask yourself: Does everyone get a chance to speak, or do only the same two people dominate the conversation? Is the agenda shaped by everyone, or does only one person have the power over it? What structures can foster trust?

Some initial interventions in this area include:

1. Check-In & Check-Out: Now well-known but still worth mentioning. Every meeting starts with a check-in and ends with a check-out. Questions could include: At the beginning: How are you feeling today? How present are you? At the end: How effective was the meeting? What could we do better next time? Check-ins and check-outs serve multiple purposes: They frame meetings, allow for an arrival and a closing, and give everyone a chance to speak, increasing the likelihood that people will trust themselves to contribute during the meeting. They also allow participants to make transparent how present they are and briefly address personal issues that might be affecting their focus.
2. Speaking in Rounds: Another simple yet effective method is speaking in rounds. One person starts, and then each person in the room gets a turn. This way, everyone has the opportunity to speak or pass. This approach ensures that quieter individuals have a chance to voice their thoughts without having to fight for airtime.
3. Meetings with an Open Agenda: Who controls the topics of a meeting holds a lot of power. Distributing this power within the team is a powerful intervention for more self-organization. An open agenda could look like this: There’s a shared document or board where each team member can add agenda items by a specific deadline. During the meeting, these points are then addressed, ideally with rotating facilitation.

SENSE OF AGENCY AND RESPONSIBILITY: IS WHAT I FEEL WHAT I SAY?

In safe, trusting spaces, people can take more risks and bring their ideas to the table. This requires a sense of personal responsibility and agency. This self-responsibility can be felt and trained regularly by each individual.

An initial intervention in this area might be:

1. Perceiving Tensions: The principle of working with tensions means that people see their ideas, wishes, needs, problems, conflicts, or feelings as impulses for change. A tension is the feeling of a specific gap between what is and what could be. If I, as a person, take responsibility for my tensions, they can be a driving force for change.
2. Resolving Tensions: The focus here is on the question: What do you need to resolve the tension? You could speak up, make suggestions, seek opinions or expertise, or talk to those affected. It’s helpful if organizations create spaces where tensions can be addressed (see the first part: Creating Safe Spaces). Tensions can thus be translated into small adjustments through proactive action.