2023.06.04

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What do the following 4 scenarios have in common?

• A leader is known for their relentless micromanaging and it causes frustration on the team.
• New organization/division/team-wide policies or procedures are enacted due to one person’s behavior or an isolated event.
• The team is floundering to move forward because they don’t have clarity on something.
• The deliverable is not what was expected because there wasn’t enough communication.

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They all have to do with the fundamental psychological need for autonomy – the degree of independence and control we have over things.

Too little autonomy – via direct micromanaging or through policies – causes friction and inefficiency.

Too much autonomy – via delegated work without clarity or authority to make certain decisions, or without appropriate communication – causes friction and inefficiency.

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There is no scientific recipe for the right balance of autonomy. It will certainly vary by individual, team, and organization.

But paying attention to it can give you a huge advantage.

Where do you see autonomy-related conflict or issues at work?

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