Self-organizing teams are a key aspect of agile project management, characterized by autonomy in determining how to accomplish work within management-defined boundaries. These teams are not anarchic; instead, they collaborate on tasks and responsibilities. Management plays a crucial role in guiding team behavior evolution rather than dictating it. Self-managing teams exercise authority over their work and processes but not over team composition or purpose. This fosters ownership and prioritizes collaboration, distinctly enhancing the dynamics and productivity of agile teams.
"Self-organization does not mean that workers instead of managers engineer an organization design. It does not mean letting people do whatever they want to do. It means that management commits to guiding the evolution of behaviors that emerge from the interaction of independent agents instead of specifying in advance what effective behavior is."
"Self-managing agile teams have two types of authority: They have authority over 1) their work and 2) the process they use. They do not have authority over who is on the team or the team's purpose."
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