「釋義」

自我管理型團(tuán)隊(duì)，是新型橫向型組織的基本單位。自我管理型團(tuán)隊(duì)是早期團(tuán)隊(duì)方式的發(fā)展產(chǎn)物。

許多公司都使用跨職能團(tuán)隊(duì)以獲得跨部門的協(xié)作，用任務(wù)組來完成臨時(shí)項(xiàng)目。還有的公司使用“解決問題團(tuán)隊(duì)”，這種團(tuán)隊(duì)由自愿臨時(shí)參加的雇員組成，他們開會(huì)探討有關(guān)改善質(zhì)量、效率和工作環(huán)境的方式。

「應(yīng)用場(chǎng)景」

員工需要一定的空間來發(fā)揮才干、追求新穎的創(chuàng)意，以及在當(dāng)下做出明智的決定，領(lǐng)導(dǎo)者知道這一點(diǎn)。這個(gè)話題已經(jīng)是老生常談，但問題依然存在：管理者難以化解賦權(quán)員工和運(yùn)營(yíng)規(guī)定之間的矛盾。公司始終無法解決這個(gè)難題，由此催生了長(zhǎng)達(dá)數(shù)十年時(shí)間的管理實(shí)驗(yàn)，從矩陣結(jié)構(gòu)到自我管理型團(tuán)隊(duì)，都沒有得出明確的答案。

leaders know they need to?give people?room to be their best, to pursue unconventional ideas, and to make smart decisions in the moment. It’s been said so often that it’s a cliché. But here’s the problem: Executives have trouble resolving the tension between employee empowerment and operational discipline. This challenge is so difficult that it ties companies up in knots. Indeed, it has led to decades’ worth of management experiments, from matrix structures to self-managed teams. None of them has offered a clear answer.

造成這種困境的一個(gè)原因可能是，領(lǐng)導(dǎo)者堅(jiān)持認(rèn)為自由與控制不可得兼，往往在兩個(gè)極端間搖擺。然而筆者在研究了娛樂、航空和電商等多個(gè)行業(yè)十余家公司之后發(fā)現(xiàn)，設(shè)計(jì)及運(yùn)用得當(dāng)?shù)囊?guī)定并不會(huì)扼殺自由。好的規(guī)定可以讓員工對(duì)組織目標(biāo)有一個(gè)清晰的認(rèn)知，促使員工積極追求，從而支持和促進(jìn)自由。

That may be because leaders cling to the notion that freedom and control are zero-sum, often oscillating between the extremes. However, in studying more than a dozen organizations in a range of industries—businesses as diverse as an entertainment company, an airline, and an e-tail start-up—I’ve learned that guidelines are not the death of freedom if they’re well designed and well implemented. They actually support and nurture it by giving people a clear, positive, galvanizing sense of where the organization is trying to go.

以上文字選自《哈佛商業(yè)評(píng)論》中文版2018年5月刊《恰如其分的員工自由》

蘭杰·古拉蒂（Ranjay Gulati）丨文

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