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Something of interest to share:
It can assumed that being part of a virtual (and soon - hybrid) teams team members should have experience of working autonomously, however, people's behaviour will also be defined by the structure (and associated culture) of the "mother" organisations https://corporate-rebels.com/from-static-to-dynamic-relationships-and-its-traps/ :
"How people adapt to a self-managing work environment seems to be influenced by previous experience in environments guided via authority ranking relationships."
"This reluctance does not seem to connected to the kind of position somebody held in the hierarchy, but rather to the unconscious routines they developed to fit with previous working environments.
These previously developed routines (also called heuristics) make some people struggle to adapt to life in a loose hierarchy. This is especially true when these routines have served them well in strictly hierarchical firms, but are not desirable in loose hierarchies."
The ultimate Remote Work Policy (in 3 words)
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