Putting self-direction into practice is challenging because it requires serious adjustments in the roles of managers. If you can identify with the frustration and pain that would accompany such a contest, then you can empathize with the many work teams that are told to be self-directing and empowered to improve results while still shackled to systems and structures that do not fit their charge.
Results suffer when structural integrity is lacking among values, style, and systems.
Teams are expected to improve their results, yet those results are not controlled by the team alone. Teams are expected to solve problems, and yet the requisite knowledge and skills are located elsewhere. Teams are expected to be self-directing and to adjust course even when authority and feedback are kept from them. In short, self-direction and empowerment won't work unless structure and systems are shaped and aligned. Consider the following examples of two self-directing teams.