This document discusses self-organizing teams and how leaders can subtly influence them. It covers that self-organizing means a team determines how it responds to its environment, not what goals it pursues. Complex adaptive systems are characterized by decentralized control and emergent behavior from interactions. Leaders can guide behavior through subtle rules and incentives rather than rigid control. The document suggests leaders can influence a team's self-organization by altering its containers, amplifying or dampening differences among members, and changing exchanges between members and other groups.
39. Different leadership for different
teams
Team is unable and
R1
Relationship Behavior
Participating Selling unwilling or insecure
(R3) (R2) R2
Team is unable but
willing or confident
Team is able and
R3 unwilling or insecure
Delegating Telling
(R4) (R1) R4
Team is able and
willing or confident
(low) Task Behavior (high)