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| <mainDescription><p> Team members work more effectively if they can influence what they do and 
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| how they do it, rather than operating in an environment where they are told 
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| what to do. Giving the team the ability and responsibility to organize their 
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| work and determine how to best meet their commitments motivates team members 
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| to do their best. This also helps them collaborate to ensure that the right 
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| skills are applied to the appropriate tasks. Self-organization impacts many 
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| areas, including how planning and commitments are made (by a team, not by individuals), 
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| how work is assigned (you sign up rather than get assigned), and how team members 
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| view their roles in the project (team member first, job function second). </p>
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| <p> <a class="elementLinkWithUserText" href="./../../../practice.mgmt.whole_team.base/guidances/guidelines/self_organize_work_assignments_F47FC314.html" guid="_rmBEkJjsEduad8I_c-ogIA">Self-organization</a>&nbsp;requires 
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| a few things to work: </p>
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| <ul>
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| 
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| <li> Transparency and commitments are crucial to aid in team communication and 
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| to bring out the best in the team members. Open communication about the team's 
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| commitments related to the iteration lifecycle and personal commitments made 
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| relative to micro increments ensures that execution problems are vetted and 
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| the right people are focused on solving them. </li>
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| 
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| <li> Coaching is required to help teams self-organize and to remove barriers 
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| for success. The assumption is that the project manager is the coach. This 
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| requires that the project manager avoid a command-and-control style of management 
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| in favor of a coaching style. This has been a key recommendation in management 
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| books for the last two decades, but some project managers may still not be 
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| able to make that transition. </li>
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| </ul></mainDescription> |
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