Author: Constantin Măgdălina, Emerging Trends & Technologies Expert

Lack of decisional clarity can be a major obstacle to achieving success. When you don't have a clear vision or make firm decisions, you run the risk of missing out on valuable opportunities and getting lost in ambiguity. Thus, lack of direction inevitably sabotages your progress and success.

1. The need for self-managed teams

Self-managed teams, also known as autonomous teams or self-managed teams, are groups of 4-8 employees who have the freedom to make decisions without the need for the intervention of a traditional manager.

These employees assigned from the management level to handle projects, sometimes to implement them as part of change management, sometimes to increase efficiency, for specific customer requirements, innovation, accountability.

This organizational model has gained in popularity in recent years due to its obvious benefits, such as increased employee satisfaction, motivation and creativity, as well as improved productivity. However, as this approach becomes more widespread, some challenges have also arisen.

2. The weaknesses of self-managed teams

a. Lack of a clear leader

While there are several potential advantages of self-managed teams, one of the most significant disadvantages is the lack of a clearly designated leader, according to a survey of several hundred professionals on the LinkedIn network.

One of the fundamental principles of self-managed teams is that decisions are made collectively by team members. In theory, this can lead to better solutions, as the diverse perspectives of team members can contribute to better understanding of problems and finding innovative solutions. However, in practice, this process can become complicated and even counterproductive.

The lack of a traditional hierarchical structure can make the decision-making process long and cumbersome. Without a clear leader responsible for directing the team, there is a risk that the discussions will become confusing and the team will not be able to reach a consensus in a reasonable amount of time. In addition, this process can become even more complicated when there are strong differences of opinion among team members, which can lead to internal conflicts.

b. Ambiguity of responsibility

Another major problem with self-managed teams is the ambiguity of responsibility. In traditional organizations, responsibility for the success or failure of a project is clearly assigned to the manager or team leader. In a self-managed team, this responsibility is shared among all team members. While this distribution of responsibility can encourage a sense of ownership among team members, it can also lead to situations where no one takes responsibility for bad decisions or poor results.

This ambiguity can have negative consequences for team performance. Without a clear leader who is responsible for tracking progress and correcting deviations from the plan, the team can lose direction and fail to achieve goals. In addition, team members may become frustrated or demotivated if they feel that their work is not recognized or that there is no clear accountability for the results achieved.

3. Difficulties in managing conflicts

In any team, conflicts are inevitable, especially when decisions are made collectively. Without a clear leader to mediate these conflicts and make the final decisions, conflicts can escalate and negatively impact team performance.

Team members may have polarized options based on their opinions, and this can lead to internal tensions and low morale. Also, the absence of a leader can leave some conflicts unresolved, which can lead to resentment and a negative work atmosphere.

In traditional organizations, the team leader is responsible for managing these conflicts and ensuring that the team stays focused on its goals. In self-managed teams, this responsibility is often distributed among team members, which can lead to situations where conflicts are ignored or "swept under the rug".

4. Impact on team cohesion

Another disadvantage of self-managed teams can be weaker team cohesion. Differences in personality, work styles, and experience levels can create barriers to effective collaboration. Thus the team may have difficulty organizing and collaborating effectively.

The distribution of responsibilities can lead to inequalities in workload and individual contributions. In some cases, certain team members may take on more of the team's tasks, while others may contribute less. This inequality can lead to resentment and can negatively affect team cohesion.

In conclusion

Self-managed teams offer numerous benefits, including greater autonomy, increased employee engagement, and the ability to generate innovative solutions. However, the lack of clarity and accountability in decision-making is a major drawback that cannot be ignored.

Without a clear and accountable leader, self-managed teams can have significant difficulty making effective decisions, managing conflict, and adapting to change. To maximize the benefits of this organizational model, it is essential that self-managed teams have clear mechanisms for making decisions and managing responsibilities so that they can operate efficiently and achieve their goals.

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About Constantin Măgdălina

Constantin Măgdălina has 15 years of professional experience, during which he worked for multinational companies, both in the country and abroad. Constantin has a Master's degree in Marketing and Communication at the Bucharest Academy of Economic Studies. He is LeanSix Sigma and ITIL (IT Information Library®) certified, which facilitates a good understanding of processes and transformations within organizations. On the other hand, the certification obtained from the Chartered Institute of Marketing completes his business expertise. In the more than 4 years of activity within a Big 4 company, he initiated and coordinated studies that analyzed aspects related to the business environment in Romania. Among them are the economic growth forecasts of companies, knowledge management, the buying experience in the era of digital consumers, the use of mobile devices or the customer-centricity of companies in Romania. He is the author of numerous articles on topics related to innovation, streamlining business processes, digital transformation, emerging trends and technologies. He is invited as a speaker at numerous events and business conferences.