4 steps for organic management

Organic management is a real response to disengagement and the prevailing gloom. Supporting everyone becomes a priority for managers. This support is an invitation to reveal oneself and to cooperate rather than to perform.

The setting in motion of actions is the catalyst element of individual motivation. Each step by step while advancing will build the bases of common regrouping.

Like nature, life itself, cooperation works. Let’s try!

Take into account the individual

Organic management takes into account individual specificities to set up team management. This is the starting point for the autonomy of the team. Step by step, individuals build the common project and then growby integrating sytem closest to them.

An autonomous team is a self-determined, organic team whose first goal is to live by themself and, then to reproduce their organization.

Through the implementation of a collective intelligence, guided by intuition, the bases of a new organizational model emerge. These are the bases of a holistic and integral management.

The individual steps are proof of a living, operational movement. To be effective over the long term, they must be recognized, then maintained and channeled by the company.

These are therefore 4 stages through which organic management will filter the success and progress of the teams.

4 stages of organic management

To set up team dynamics, based on self-determination and emotional intelligence, everyone, including management, must go through 4 stages:

  1. First of all, Self-awareness. As we can see, it is individually necessary to understand our motivators, what keeps us going and what paralyzes us.
  2. Then second, Self-control. In this self-control, it is not the management of stress that is targeted, but the understanding of what triggers in terms of emotions reactions inappropriate to the context. For example, if we are angry and anger drives us to action. Anger is positive. On the other hand, if it opposes the development of a group strategy for no reason. We must individually focus on this emotion.
  3. Third, the Consciousness of others is born. It is in understanding the mechanism of our emotions that we become aware of others.
  4. Then finally, the fourth point is the management of our relationships, because it is through the eyes of others that we adapt, that we choose our posture.

These are 4 steps necessary for the implementation of the first lever of success for the transformation of an organization: C.I.D.s.

C.I.D.s stands for Courage, Intuition, Challenge and Common Sense. They are committed, determined men or women who set change in motion.

Self-determined team: the implementation

Each team member must go through the 4 steps described above. He then understands the mechanism of his own emotions and thus its impact on the group. He can then manage his relationships to generate team synergies. He will thus add his own skills to those of others.

This first translates into mutual respect.

Each respectful of the other’s idea, achieves what they have in mind without worrying too much about what the other is doing in order to give the other room to express themselves.

Where there was a common project, there are as many achievements as there are actors involved.

In the diagram below, named Self-determined teams, each individual is represented by an arrow. Each arrow shows the movement towards achieving what he has in mind. The diagram shows that all individuals are engaged. But they are not going in the same direction.

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An organic management: borns from the self-determined team

This is where living management comes in. By supporting this explosion of action, organic management will allow the transition from the individual to the self-determined team.

The determining factors of success

It’s common sense. At some point, the individual left alone will want to bring his contribution back to the group. He will want to be recognized for his action. This is where living management can build the foundations of a healthy relationship by encouraging initiative.

A common result will emerge, consequences of the actions taken. The manager encourages action, does not impose any path.

Living management organizes the collection of actions. It builds the heart, the island towards which everyone will make their contribution to the collective project, a synthesis of common sense. It is from this contribution that self-determined teams will emerge.

C.I.D.s who have become managers must create collective commitment, leading the team to unite around a common scenario. Each of the individualities will be respected but organized in a scenario. The scenario is designed to respond to a problem, to a context. It adds up the actions and organizes them to make sense to an even larger number of individuals: the system, the organization itself.

The management by promoting the emergence of this coalition carrying a project in motion will allow the consolidation of the team and its deployment in the organization.

It is from the success of this first coalition, and from the first experiment, that the premises of trust will emerge: those of CIDs in their capacity to do things, that of strategic management in their capacity to let things go.

In summary,

The team thus self-determined will test its own capacity in terms of know-how and interpersonal skills. The strategic manager will be put to the test by testing his own capacity for laissez-faire. It’s a way to revisit the great classics of skills: therefore know-how, know-how, interpersonal skills, laissez-faire, as an introduction of the basics of harmonics in management.