The Next Next Common Sense
1. Define capability development stages : Create explicit develop- ment levels that teams progress through (e.g., novice, proficient, expert, master). 2. Link autonomy privileges to capability milestones : For each stage, define: ○ Decision rights (what can be decided without approval) ○ Resource control (budget authority levels) ○ Reporting requirements (frequency and detail level) 3. Establish capability assessment methods : Define how progres- sion between stages is evaluated: ○ Performance metrics that demonstrate capability ○ Skill demonstration requirements ○ Peer and leader evaluations 4. Create transitional support structures : Design support mech- anisms for teams advancing to new autonomy levels: ○ Mentorship from more experienced teams ○ Decision review processes (post-decision rather than pre-approval) ○ Safety net provisions for early autonomy stages Manufacturing company Toyota implements this system through its “Team Capability Development” framework. Teams begin with standard- ized work methods and close supervision, then progressively gain auton- omy to modify processes, manage resources, and eventually create new approaches as they demonstrate increasing capability. The system creates a clear pathway from control to autonomy while maintaining appropriate guardrails at each stage. These structured approaches transform control-autonomy tensions from persistent conflicts to managed progressions, enabling organizations to benefit from both control and autonomy where each is most appropriate.
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