Saveliy paper self organizing team#4
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Dec 18, 2024
| Author: Saveliy Chertkov, Innopolis University | ||
| Year: 2024 | ||
| ### Abstract 📝 | ||
| This paper explores how to manage a software team without traditional management roles with an emphasis on the self-organazing team model, inspired by the practices at Valve Corporation. Valve's flat structure allows employees to choose projects and make decisions about them, which fosters creativity and innovation within the company. However, this model creates unique issues in identifying, assessing, and mitigating risks. Using Valve as an example, we examine risk management mechanisms and methods. |
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Here's the corrected version:
This is a very weak abstract, and it is ambiguous.
Think of the abstract as the first thing a reader will see.
It serves as a hook to engage the reader,
not as a reason for them to abandon your research.
Refine it for clarity and impact.
| 1. You can't instantly jump to a flat hierarchical model. An immediate rejection of the traditional hierarchy can lead to confusion in the distribution of duties and responsibilities. | ||
| Instead of a complete transition, it is recommended to gradually reduce the hierarchy levels. For better functioning, it is sufficient to reduce the number of management levels while maintaining the strategic role of senior managers. | ||
| 2. Implement hybrid tools that combine both freedom of action for employees but also control. | ||
| ## 4. Conclusions 🏁 |
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the conclusion is good, and can invite the reader to continue reading.
Please note that skilled research usually read the paper as follow:
Abstract > Conclusion > introduction > figures & tables > methodology and discussion
they usually abandon the research in the very first phases
| **Key findings**: | ||
| * The study identifies several roles that emerge in self-organising teams such as: "Mentor", “Coordinator,” “Translator,” “Champion,” “Promoter,” and "Terminator". | ||
| * Unlike traditional teams, self-organising teams allow participants to change roles depending on the team situation, project needs or personal experience. | ||
| **Limitatoins**: The paper does not directly address risk management |
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but you said in the abstract that "Using Valve as an example, we examine risk management mechanisms and methods."— contradiction?
| Year: 2024 | ||
| ### Abstract 📝 | ||
| This paper explores how to manage a software team without traditional management roles with an emphasis on the self-organazing team model, inspired by the practices at Valve Corporation. Valve's flat structure allows employees to choose projects and make decisions about them, which fosters creativity and innovation within the company. However, this model creates unique issues in identifying, assessing, and mitigating risks. Using Valve as an example, we examine risk management mechanisms and methods. | ||
| ## 1. Introduction 📖 |
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introduction section missing a short conclusion before going to new subsection
| ### 3.1 "Freedom to fail" philosophy | ||
| Valve's philosophy of viewing employee mistakes as opportunities for growth [7] stands out as a new approach to risk management. | ||
| This method differs significantly from traditional approaches as the focus shifts to learning. This insight can be useful for organisations looking to innovate. | ||
| However, this approach can both benefit and severely harm a company. Therefore, to avoid employees repeating mistakes, you can add the tool of annual peer evaluation of employees to your company's operations. |
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"this approach can both benefit and severely harm a company."
source?
| * The handbook emphasises the absence of a formal hierarchy, where decisions are made jointly and responsibilities are shared among team members. | ||
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| **Limitation**: This article does not describe specific mechanisms to address operational tasks such as risk assessment and mitigation. | ||
| ## 3. Discussion 💬 |
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Discussion section is also weakly built, it goes briefly by each section without much depth not any contribution form your side as a researcher
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