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Autonomy in a Lean business is a key factor. Each person must be able to participate in the daily improvement of the processes.


Autonomy in a Lean business is key. Every person must participate in the daily improvement of processes :

  • It is the user who is best able to detect problems.
  • It’s also the user best able to know what he needs.

The staff must have understood and assimilated the approach, his state of mind. Continuous improvement becomes the new paradigm and in this the teams are autonomous in the deployment of the approach.

To achieve independence, a person goes through 4 stages.

Stage 1: Dependency

Dependence has no autonomy. As the child placed under the dependence of his parents to provide for his needs and protection, in the company, the new employee depends on his line manager and his colleagues for his integration. The links are strong but unequal. The relationship goes in one direction.

To help, we will set up a tutoring system, a welcome booklet, integration interviews…

Stage 2: Against dependency

it’s the beginning of the empowerment process and it starts with the opposition. It’s adolescence and his desire to explore other frames of reference and challenge that of parents. In the enterprise, the counter-dependence manifests itself in grumbling, refusal and a systematic counter-foot which expresses a hidden demand to exist of advantage, to be heard, recognized, to find its place and to control its post.

The collaborator, at this time of his evolution, needs a firm manager but very attentive to the hidden demand, just as the parents must strive to accompany the experiments of their teenagers while maintaining their protection. The Anglo-Saxons formulate this period « Lots of love and a little healthy neglect ».

Stage 3: Interdependency

In everyday life, this period is at the entrance of adulthood. The young adult feels the need to see if he is standing alone. He wants to experiment, prove and prove himself. If he is wrong, his mistakes will belong to him.

At the stage of interdependence, the collaborator feels the need to show and to show that he can do it alone. In full professional growth, the collaborator is meaningless : no change, no action, no control is accepted if it is not understood.

Interdependence is a moment of non-link. It may be ambiguous because it does not reluctantly prevent links from the past (young adults who accept money from their parent – regional minorities etc…).

It is a stage of maturity where the employee is demanding compared to his manager. The manager must change his posture :

  • Agree to treat his collaborator in peer, as a fully competent person.
  • To gradually bring him to experience the link, for example by encouraging him to share his expertise with younger people, by working in pairs, by integrating him into a project group.

Stage 4: Autonomy

Autonomous is a person who is free, independent and responsible for herself. She is able to take care of her physical, material and psychological needs. It can support themselves financially, make their own choices, make their own decisions, solve their own difficulties themselves.

In a company, the autonomous employee is competent, independent and at the same time cooperative. He is the guarantor of his own efficiency. At this stage, he may himself be a tutor or trainer. To stimulate it, we will put it on new projects / functions where it will become again “child “.

Links are not only assumed, but sought, strengthened and explained.

Autonomy, is the form most successful link.

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