Confusing self-organising teams with self-managing teams | The Oxford Review

Confusing self-organising teams with self-managing teams

Research Briefing

Keywords: agile, scrum, agile methods, agile methodology, conflict, HR, HR governance, agile teams, self-managing teams, self-organising teams

As previously written about in other research briefings, organisations are embracing a range of agile practices and there is an increase in projectification in the face of ever more complex ventures. These ventures involve functions, people and resources, not just from different inter-organisational areas, but also intraorganisational collaborations and are increasingly incorporating extended networks of functions, people and resources.

As you are probably aware, agile differs from traditional waterfall projects by focusing on:

  • Flexibility
  • Change and incremental developments
  • Testing
  • Communication
  • Collaboration with end-users and stakeholders
  • Listening, observing and asking questions
  • Continual innovation
  • Flexible team composition, involvement and tasking

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Disclaimer: This is a research review, expert interpretation and briefing. As such it contains other studies, expert comment and practitioner advice. It is not a copy of the original study – which is referenced. The original study should be consulted and referenced in all cases. This research briefing is for informational and educational purposes only. We do not accept any liability for the use to which this review and briefing is put or for it or the research accuracy, reliability or validity. This briefing as an original work in its own right and is copyright © Oxford Review Enterprises Ltd 2016-2019. Any use made of this briefing is entirely at your own risk.

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