2.2.4 Balance between the individual and the community
Organizations need a clear balance between the needs and interests of the whole, i.e. the company, and those of the individual, i.e. the employee. This applies all the more to self-managed companies.
The healthy balance
In principle, the interests of the community take precedence over those of the individual.
If this were not the case, there would be a risk that the community would perish.
However, there remains a balance: “If the company’s interests prevail, the result is the demotivation of the individual; if individual interests dominate, the community task is not fulfilled.” #[Sprenger2015, p. 62].
Attention
There remains a balance: “If the company’s interests prevail, the result is the demotivation of the individual; if individual interests dominate, the community task is not fulfilled.” #[Sprenger2015, p. 62].
Normally, an organization is relatively robust in the face of individual pressures. For example, if an employee is absent for an extended period of time, notoriously performs poor work or an individual colleague receives an unreasonably high salary, this only rarely jeopardizes the existence of the organization.
However, as soon as this becomes the rule rather than the exception, the existence of an organization can be jeopardized because it can no longer bear the burden.
And that’s why it’s all about the principle. One exception is tolerable, maybe a few more – but when will the situation tip over?
Every decision made within an organization must be in the interests of the organization. And that is why objections must be raised against purely selfish decision-making proposals.
Objections to decisions based on selfish motives that are not in the interests of the organization must be identified as such and made visible.
Whenever this clarification is not provided, the existence of the community is potentially jeopardized. It is therefore the duty of each individual to always ensure that all colleagues act in the interests of the organization and to raise any doubts about this.
Such questions belong in every retrospective (© p. 204) and peer group (© p. 220).
2.2.5 Internal transparency
The more responsibility is shared, the more important it is that everyone involved is well informed.
Self-management does not work without information.
Information for decisions
In order to make smart decisions, employees need and want access to the right information. In the traditional line organization, information is unevenly distributed and is bundled and aggregated by specific decision-makers. In a self-managed organization, the need is more broadly distributed. Anyone can make decisions if they have the right information, opportunities, skills and responsibilities. Special decision-makers are not required.
Learning information
However, information is not only required for decision-making, but also for evaluating decisions and learning together. Every decision-maker is also accountable. The greater the scope of a decision, the more important it is to be accountable and to have the trust of others. All employees should always have an up-to-date picture of the economic, organizational and social constitution of the company. In self-managed organizations, there is a right to know.
Everyone should also be able to understand why and how decisions were made. Decisions must be transparent. Especially because decisions with far-reaching consequences are typically made by small teams.
Understandable and useful information
It is not enough to simply provide a large amount of data. The information must be prepared and presented in such a way that it can bring the desired benefits.
Typical information: Sales and returns (total, per product/product group/region, etc.), in-house performance rates, new hires, investment decisions, theses on the market situation, changes to the organizational configuration, etc.
Remember: The purpose of transparency is to enable leadership and cooperation – not to monitor, control or expose people. Secrets are socially necessary.