converge · Strategy, Problem Solving · 80 min · 4-40 people · medium energy

Integrated~Autonomy

Integrated~Autonomy helps groups navigate seemingly opposing forces, like standardization vs. customization, to find innovative 'both-and' solutions. By exploring the tensions between integration and autonomy, teams can develop more robust and adaptable strategies.

When to use Integrated~Autonomy

Use this method when a team is struggling with conflicting priorities or experiencing 'either-or' thinking that limits their options. It's particularly useful for strategic planning and decision-making in complex environments.

What it solves

Bipolar swings in strategy, inability to reconcile competing needs, lack of innovative solutions

How to run Integrated~Autonomy, step by step

  1. Introduce the concept of Integrated~Autonomy and pose the question: "How can we be more integrated and more autonomous at the same time?" Share examples. (5 min)
  2. Use 1-2-4-All to generate a list of activities where there's tension between standardization and customization. (10 min)
  3. In groups of four, select one activity and discuss the rationale for both standardizing and customizing it. (10 min)
  4. Using 1-2-4, develop action steps to achieve standardization for the chosen activity. (10 min)
  5. Using 1-2-4, develop action steps to achieve customization for the chosen activity. (10 min)
  6. Identify which actions boost both standardization and customization. (5 min)
  7. Brainstorm modifications or creative ideas to move actions towards benefiting both standardization and customization. (15 min)
  8. Using 1-2-4-All, prioritize the most promising actions that promote both integration and autonomy. (10 min)
  9. Refine action steps and develop effective Liberating Structures strings to implement them.

Materials needed

  • Chairs for groups of 4
  • Integrated Autonomy Worksheet (physical or digital)
  • Paper or digital whiteboard for recording

Facilitator tips

  • Ensure the starting question is balanced and sparks curiosity.
  • Encourage participants to consider both sides of the issue equally.
  • If the group gets stuck, have each side argue the opposite point of view.

Common pitfalls

  • Making one side of the question seem less valuable.
  • Getting bogged down in arguments without generating solutions.
  • Failing to identify actions that benefit both integration and autonomy.

Variations

  • Substitute collaboration and competition for integration and autonomy.
  • Use Min Specs to go deeper into must-dos and must-not-dos after making progress.

Running it online or hybrid

Use a shared digital whiteboard to capture lists and group outputs. Facilitate breakout rooms for small group discussions.

What it produces

A prioritized list of action steps that promote both integration and autonomy.

Origin

Liberating Structure developed by Henri Lipmanowicz and Keith McCandless — source

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