To extend your line of thinking about coaching questions, I've entirely removed "jargon" like self-organization and -management from my vocabulary because of all the preconceptions connected to it (and the biases related to it), and focussed entirely on what structure we need to get certain work done. Work defines structure, not the way around. This also made me increasingly agnostic (but not careless) about what type of organizational structure is used to get work done, together.
I'm with you! I use these (imperfect) terms in my writing but I don't use them so much in person when working with teams. I've met organisations where the term self-management has become so divisive and charged, people dare not utter it anymore. Ideas like 'working with more autonomy' seem less controversial.
I also think about what Frederic Laloux says about 'no one wants to be a concept', and it's much more compelling to tap into the why.
To extend your line of thinking about coaching questions, I've entirely removed "jargon" like self-organization and -management from my vocabulary because of all the preconceptions connected to it (and the biases related to it), and focussed entirely on what structure we need to get certain work done. Work defines structure, not the way around. This also made me increasingly agnostic (but not careless) about what type of organizational structure is used to get work done, together.
I'm with you! I use these (imperfect) terms in my writing but I don't use them so much in person when working with teams. I've met organisations where the term self-management has become so divisive and charged, people dare not utter it anymore. Ideas like 'working with more autonomy' seem less controversial.
I also think about what Frederic Laloux says about 'no one wants to be a concept', and it's much more compelling to tap into the why.