Surely you have noticed this way of flying in flocks that birds have, known as flocking. Well, I don't know if you have also wondered how they organize themselves in such a perfect and optimized way, sometimes with thousands of birds at the same time.
Until recently, I hadn't thought about it myself; I don't know anything about ornithology either. But when I was first told about it, I was very interested, especially because of the analogy made between flocking and the way companies organize and collaborate.
This reflection gave me a new light to understand the agile world and agility in organizations. I'll tell you in my own words: it has been proven that the effectiveness of movement in a flock of birds is achieved thanks to 3 very simple principles that, yes, all birds know: fly in the same direction, do not leave the group and do not "step on each other's feet".
A flock of birds, like a company, can be considered a complex system that, to put it very simply, differs from other systems in that it has a certain component of uncertainty and is not very predictable. Its members are interconnected and interact with each other, and together they form a whole that is constantly organizing itself.
Each one has its own motivation, they adapt, compete and collaborate for a goal. If we translate the 3 principles of the flock of birds to the world of organizations, they would be: to be well aligned (common purpose and focus), to be committed(engagement) and to be cohesive as a group (collaboration and communication), without stepping on each other...
People have a tendency to try to solve "problems" in companies by introducing rules or procedures: "When X happens, you have to do Y". Complicated procedures that seek, above all, control. I am convinced that, in an organization, this is neither the best nor the most efficient formula. In a complex system, the best recipe is to delegate the choice of rules or solutions to problems to the people who make up the team.
Back to the birds; the flock does not function with a wise bird at the head who knows and tells everyone (in cascade) what to do. On the contrary: starting from these 3 very simple principles, each member of the "flock" makes his own individual decisions in the face of problems that may arise.
Jim Collins in Good to Great says that bureaucracy is a symptom that something is not working in the company. Complex processes and procedures lead to low proactivity, productivity and, ultimately, inefficiency. Many companies believe that with control and bureaucracy they will be able to align the non-aligned. Bureaucracy kills the entrepreneurial spirit and causes the most talented people to leave.
Jim Collins also explains that successful companies tend to eliminate procedures and hierarchies, replacing them with a culture of self-discipline and entrepreneurship. They have freedom and responsibility within a framework. These companies, which combine self-discipline, without bureaucracy, with business sense and responsibility , are the ones that achieve excellent results.
Agile methodologies are simple, with few principles and rules. Even so, it is difficult to implement them because people are by definition "resistant" to change and are reluctant to try new things. We run up against the classic principles of "change management" and cultural transformation. It requires an effort to mobilize people in this change, to see results and to let go of old habits.
Working in an agile culture that seeks excellence requires stimulating continuous development, leadership, self-motivation, feedback and communication. It also requires putting collaboration before reporting and long meetings, prioritizing proactivity and creativity over following rules and instructions. This requires, above all, a change in the mindset of leaders and, in general, of everyone in the organization.
If you want to improve agility in your company and make your teams work in a more focused and efficient way, from Ready for People, we can suggest you some experiential and "declic" sessions. Discover them!
Silvia Fradera
Founder of Ready for People