The software team tasked with testing Microsoft’s Lync network platform experimented with a structural reorganization called WeOrg that shifted resource allocation and decision making roles away from management and gave them to all members, regardless of seniority. Throughout the multi-stage testing process, workers are typically reassigned to different sub-tasks as needs arise. Rather then leave that decision up to management, the WeOrg program allowed workers to choose what aspects they wanted to work on with guidance from their managers.
This enabled workers to maintain a high-level of interest in their roles, freeing up managers to design the best conditions to facilitate great work. As a result of the project, individual strengths were more optimally applied to the appropriate assignments and worker satisfaction increased.
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