When referring to "self-organizing" in Scrum, what does it imply?

In Scrum, the term "self-organizing" is fundamental to the framework and emphasizes the team's autonomy to manage its own work. This means that the team is empowered to make decisions about how they will accomplish their tasks, including organizing their workflow, determining the best approach to achieve sprint goals, and deciding how to allocate their work among team members.

This autonomy encourages ownership, accountability, and a sense of collaboration, as team members come together to identify the most effective ways to deliver value. Self-organization also enhances adaptability, allowing the team to respond quickly to changes in project requirements or challenges that may arise during the development process.

The other options do not align with the essence of "self-organizing" in Scrum. For instance, working under strict supervision contradicts the premise of self-organization by removing the freedom and authority required for teams to operate independently. Similarly, while feedback is important, a team needing constant feedback from management suggests a lack of confidence or capability to manage itself. Lastly, while developing their own tools may be a part of that autonomy, it's not a defining characteristic of what self-organizing means in the broader context of Scrum. Therefore, the correct understanding lies in the team's ability to autonomously manage their work without external interference.