自我管理型团队/self-managed team

「释义」

自我管理型团队，是新型横向型组织的基本单位。自我管理型团队是早期团队方式的发展产物。

许多公司都使用跨职能团队以获得跨部门的协作，用任务组来完成临时项目。还有的公司使用“解决问题团队”，这种团队由自愿临时参加的雇员组成，他们开会探讨有关改善质量、效率和工作环境的方式。

「应用场景」

员工需要一定的空间来发挥才干、追求新颖的创意，以及在当下做出明智的决定，领导者知道这一点。这个话题已经是老生常谈，但问题依然存在：管理者难以化解赋权员工和运营规定之间的矛盾。公司始终无法解决这个难题，由此催生了长达数十年时间的管理实验，从矩阵结构到自我管理型团队，都没有得出明确的答案。

Leaders know they need to give people room to be their best, to pursue unconventional ideas, and to make smart decisions in the moment. It’s been said so often that it’s a cliché. But here’s the problem: Executives have trouble resolving the tension between employee empowerment and operational discipline. This challenge is so difficult that it ties companies up in knots. Indeed, it has led to decades’ worth of management experiments, from matrix structures to self-managed teams. None of them has offered a clear answer.

造成这种困境的一个原因可能是，领导者坚持认为自由与控制不可得兼，往往在两个极端间摇摆。然而笔者在研究了娱乐、航空和电商等多个行业十余家公司之后发现，设计及运用得当的规定并不会扼杀自由。好的规定可以让员工对组织目标有一个清晰的认知，促使员工积极追求，从而支持和促进自由。

That may be because Leaders cling to the notion that freedom and control are zero-sum, often oscillating between the extremes. However, in studying more than a dozen organizations in a range of industries—businesses as diverse as an entertainment company, an airline, and an e-tail start-up—I’ve learned that guidelines are not the death of freedom if they’re well designed and well implemented. They actually support and nurture it by giving people a clear, positive, galvanizing sense of where the organization is trying to go.

以上文字选自《哈佛商业评论》中文版2018年5月刊《恰如其分的员工自由》

兰杰·古拉蒂（Ranjay Gulati）丨文

马冰仑 丨编辑