Self-selection workshop

Experiment with a self-selection workshop for a defined part of the organization to form new or adapted teams. First, ensure that boundaries are set within which self-selection can take place. Within these boundaries, the crew can determine who goes into which team based on expertise. 

• Ensure sufficient space to create boxes on the floor with tape.

• Create a box for each product that can hold about nine people. Each box has a movable board or a wall available. A poster with the product vision is displayed, with the name of the responsible product owner and the required expertise. There is also space to stick the names of team members on the poster.

• Start the session with an inspiring kick-off where the product owners give a pitch per product or service about the mission, vision, desired developments, and challenges for the coming year.

• Go over the boundaries for self-selection, so the rules are clear.

• Explain that three rounds are “played” to come to a good distribution.

• Explain that it doesn’t have to be perfect in one go and that issues between rounds are discussed with the whole group. The intention is to act from the common interest and take individual interests into account. Each round has a fixed duration of, for example, 15 minutes and proceeds as follows:

• Plan: decide which team you want to join.

• Do: go to the box of your desired team, write your name on a Post-it® and stick it on the team poster.

• Check: once everyone is standing, the team looks at the criteria (framework) and assesses the composition of the team. Assess your expertise: what expertise is missing, and how will you fill this gap? (Think not only of more people but also of training, becoming more T-shaped.) What is needed to make the team meet the criteria? Write that on Post-it® Notes.

• Act: come together centrally and let a team representative indicate what the team needs. Stick the “wishes and requests” on a board with one row per team and the columns To Do, Doing, Done. Discuss the wishes, requests, and challenges centrally.

• Let the crew come up with solutions for the issues from round 1. It may be chaotic now; as a facilitator, don’t intervene! Ensure people don’t stay in their team but look over the teams and work together. It may mean that people are asked to move from one team to another to get a better composition. But it doesn’t necessarily mean that all expertise is present in all teams. It is fine when it is solved with training, education, knowledge sessions, buddy systems, etc. All creative solutions are possible.

• Let the teams report back the solutions to each other. Ensure feelings are handled with respect, for example, if someone doesn’t want to move to another team.

• After the second round, it may be resolved, and a third round is not needed. If a third round is needed, aim for a final arrangement.

• Let the team members get to know each other better if there is time left.