As we've learned from self-managing teams, blanket arguments for or against broadly applying the principles of self-management miss an important point: Most organizations, particularly large corporations, should adopt these techniques in part, not in whole.
Your organization probably wasn't built around the principles of self-management.
Ninety percent of them return each year, and the company has trained them in the principles of self-management.
In an organization built on the principles of self-management, individuals aren't given power by the higher-ups; they simply have it.
For example, when C&S CEO Rick Cohen visited Harvard Business School, more than a decade ago, to speak about his company's success with self-managed teams, he told students that "the hardest thing is to keep the managers out of the process and just let the teams do what they do". Why not attack the matrix head-on by applying the principles of self-management to entire institutions?
As we have argued above, this requires the introduction of autonomic features to the system, thereby allowing services, and the platform as a whole, to adapt their behaviours as required, following the principles of self-management, self-tuning, self-configuration, self-diagnosis, and self-healing [17].
We may think that the principles of self-management are newfangled and untested, simply because the majority of organizations we've experienced haven't used them.
We developed a minimal psychological intervention (MPI), based on principles of self-management and CBT.
The Mii-vitaliSe intervention is underpinned by principles of self-management, social cognitive, motivational interviewing and cognitive behavioural theories.
A way forward would be to combine further training of practitioners about CPP with the principles of self-management.
