Self-organizing
Self-organizing teams in Agile and Scrum decide how best to accomplish their work, fostering autonomy, collaboration, and adaptability for delivering value
What Does Self-organizing Mean?
In Agile and Scrum, self-organizing refers to a team’s ability to determine internally how to accomplish its work, without being directed by others outside the team. This includes deciding who does what, when, and how, while aligning with shared goals and constraints. Self-organization empowers teams to adapt quickly, collaborate effectively, and take ownership of outcomes.
The Agile Manifesto states that “the best architectures, requirements, and designs emerge from self-organizing teams.” In Scrum, this principle is embedded in the framework: Scrum Teams are cross-functional and self-managing, meaning they have all the skills needed to deliver value each Sprint and decide for themselves how to do it.
Origins and Evolution
The concept of self-organization has roots in systems theory, complexity science, and Lean manufacturing. In nature and complex systems, self-organization describes how order and structure emerge without central control. In Lean production, empowering workers to make decisions improved flow and reduced waste. Agile methods adopted this principle to address the limitations of command-and-control management in fast-changing environments.
Scrum formalized self-organization in the 1990s, recognizing that teams closest to the work are best positioned to make tactical decisions. This shift from task assignment to team-driven planning marked a significant cultural change in software development and product delivery.
Key Characteristics of Self-organizing Teams
- Autonomy: Authority to decide how to achieve goals within agreed boundaries.
- Collaboration: Collective decision-making and problem-solving.
- Accountability: Shared responsibility for delivering value and meeting commitments.
- Adaptability: Ability to adjust plans and approaches based on feedback and change.
- Continuous Improvement: Regular reflection and adaptation of processes and practices.
Self-organizing in the Agile Mindset
Within the Agile mindset, self-organization reflects trust in teams to manage their own work. It aligns with principles such as motivated individuals, face-to-face collaboration, and responding to change over following a plan. Self-organizing teams are not leaderless; leadership is distributed, and roles like Scrum Master and Product Owner provide guidance, facilitation, and clarity of goals rather than direct control.
For Scrum Developers, self-organization means actively participating in planning, coordinating daily work, and adapting as needed to achieve the Sprint Goal. It also involves collaborating with the Product Owner to clarify requirements and with the Scrum Master to remove impediments.
Benefits of Self-organization
- Faster Decision-making: Eliminates delays from waiting for managerial approval.
- Higher Engagement: Autonomy increases motivation and ownership.
- Better Quality: Teams take greater care when they own the outcomes.
- Innovation: Freedom to experiment encourages creative solutions.
- Resilience: Teams can adapt quickly to changing priorities or conditions.
Self-organizing in Scrum
Scrum applies self-organization in every event and activity:
- Sprint Planning: Developers decide how to turn selected Product Backlog items into a usable increment.
- Daily Scrum: The team inspects progress toward the Sprint Goal and adapts the plan for the next 24 hours.
- Sprint Review: The team presents the increment and collaborates with stakeholders on next steps.
- Sprint Retrospective: The team identifies and implements improvements to work processes and collaboration.
Self-organization also means that work is “pulled” rather than “pushed” - team members select tasks based on priorities and capacity, rather than having them assigned by a manager.
Implementing Self-organization
Establishing a self-organizing team requires intentional effort and supportive conditions. Key steps include:
- Clarify Goals and Boundaries: Ensure the team understands product goals, constraints, and quality standards.
- Build Trust: Create an environment where team members feel safe to make decisions and learn from mistakes.
- Encourage Skill Development: Support cross-training and knowledge sharing to increase flexibility.
- Promote Transparency: Use visible metrics, boards, and reviews to keep everyone informed.
- Coach, Don’t Command: Leaders should guide and support rather than dictate.
Common Misconceptions
- Self-organizing Means No Structure: Teams still work within defined goals, roles, and constraints.
- It Happens Instantly: Self-organization develops over time through trust and practice.
- It’s Chaos: Effective self-organization relies on clear goals, agreements, and accountability.
Challenges and How to Address Them
- Transition from Command-and-control: Provide coaching to help teams adjust to autonomy.
- Unclear Goals: Ensure product vision and Sprint Goals are well-defined.
- Skill Gaps: Invest in training and mentoring to build necessary capabilities.
- Over-reliance on Individuals: Encourage knowledge sharing to avoid bottlenecks.
Self-organizing in the Wider Agile/Lean/DevOps Landscape
Beyond Scrum, self-organization is a core principle in Agile, Lean, and DevOps. Lean emphasizes empowering those closest to the work to make decisions that improve flow and quality. In DevOps, self-organizing teams own the entire lifecycle from development to operations, enabling continuous delivery and rapid incident response. In product management, self-organization ensures teams can align quickly with evolving customer needs without waiting for top-down directives.
Conclusion
The self-organizing team is a cornerstone of Agile and Scrum, enabling autonomy, collaboration, and adaptability. By deciding internally how to achieve their goals, such teams can deliver value more effectively, respond to change faster, and continuously improve. Achieving true self-organization requires trust, clarity, and a supportive environment, but the result is a high-performing team capable of sustained success in complex, fast-changing environments.