Autonomy, Trust, Freedom

In virtually every organisation I’ve worked with, teams have been eager to experiment. The desire to learn, improve and try new approaches is almost always there. What’s often missing is the environment that allows it.

Software teams must be able to experiment continuously. This is not a luxury. It is a fundamental requirement for solving complex problems and adapting to change.

But experimentation is only possible when teams have autonomy. And autonomy stems from freedom and trust.

The word “freedom” is often taken to an extreme. Someone will inevitably say, “So you just want to do whatever you like? Forget it.” But that is a misunderstanding. Autonomy is not the same as chaos.

Autonomy can and should exist within strategic and architectural boundaries. That is still autonomy. It still allows teams to explore different solutions to different problems while remaining aligned with the bigger picture.

If we trust teams to deliver outcomes, we must also trust them to make decisions. Trust means letting go of control and focusing on communicating intent rather than issuing step-by-step instructions.

Teams should not be handed detailed directives. They should be given a clear sense of purpose. When intent is communicated well, and trust is present, teams can take ownership of how to achieve the goal. This ownership is what enables meaningful experimentation.

When teams are free to experiment, they do not just find better solutions. They learn. They become more scientific. They compare approaches, gather evidence, and make informed decisions. If we are unsure whether technique A or B is better, we should not debate endlessly. We should experiment.

Experimentation helps us improve our systems and understand ourselves as an organisation.

The only sustainable competitive advantage is an organisation’s ability to learn faster than the competition. — Peter Senge, The Fifth Discipline

Originally posted on LinkedIn.