Self Selection Scale Introducing Challenging The New Model Due to the very heterogeneous organization, we first decided to develop and challenge our new agile organization model of sagas and guilds with all stakeholders. In concrete terms, the transformation team planned a new participative approach via self selection, which should involve all stakeholders directly. we expected a much higher acceptance and a more sustainable solution with this approach.
Self Selection Scale Introducing Challenging The New Model We first discuss the theoretical background of this new construct in the work and organizational fields and then evaluate the psychometric properties of a new measure for assessing acceptance of change. In this article the first of a two part serie we will tell the story of how we used self selection to decide on the structure and composition of 22 new agile teams, a process that involved more than 150 people. We believe that the fastest and most efficient way to form stable agile teams is to let people choose their own team. this was a scary prospect when we first considered handing over the decision making responsibility to the people involved. In this section, we build on this theoretical foundation and elaborate how this conceptualization of self selection helps to theorize different trajectories of self selection.
Self Selection Scale Introducing Challenging The New Model We believe that the fastest and most efficient way to form stable agile teams is to let people choose their own team. this was a scary prospect when we first considered handing over the decision making responsibility to the people involved. In this section, we build on this theoretical foundation and elaborate how this conceptualization of self selection helps to theorize different trajectories of self selection. Self selection is built around the principle of systems thinking – it focuses on the durability of any change, by focusing on system level patterns (rules and norms) that shape behaviour. the tool links a view of the high level system biases to practical interaction with individual market actors. The journey reached its first peak as the employees formed their own teams through self selection. in this serie of blog posts we'd like to share the challenges we faced, our experiences and the results of our joint work in the agile transformation team at swisscom directories ag. We propose a theory of social interactions based on self selection and comparative advantage. in our model, students choose peer groups based on their comparative advantage within a social environment. Learn from the successes and challenges faced by organizations worldwide as they implemented self selection, and discover a practical roadmap to unlocking team potential and fostering a culture of autonomy and engagement.
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