Although I agree that good principles are important to create Aligned Autonomy without burning everyone, I find it weird that the quadrant with both high autonomy and high alignment is trust. Trust is created through accountability, which itself requires transparency and commitment (see this article from Richard Lennox about the subject https://medium.com/@richardlennox/balancing-autonomy-and-alignment-with-accountability-3a0dabe98a95). It is required for Aligned Autonomy to be sustainable and effective, but is not a result of it. The result of Aligned Autonomy is effectiveness and synergy, or in more layman words, smoothness. If you have difficulty to maintain such Aligned Autonomy however, you should certainly at any trust issue you could have within your team. Don't be blind! Blind trust is worse than no trust at all! No trust can be fixed, blind trust is like no trust but no one admitting it.
Although I agree that good principles are important to create Aligned Autonomy without burning everyone, I find it weird that the quadrant with both high autonomy and high alignment is trust. Trust is created through accountability, which itself requires transparency and commitment (see this article from Richard Lennox about the subject https://medium.com/@richardlennox/balancing-autonomy-and-alignment-with-accountability-3a0dabe98a95). It is required for Aligned Autonomy to be sustainable and effective, but is not a result of it. The result of Aligned Autonomy is effectiveness and synergy, or in more layman words, smoothness. If you have difficulty to maintain such Aligned Autonomy however, you should certainly at any trust issue you could have within your team. Don't be blind! Blind trust is worse than no trust at all! No trust can be fixed, blind trust is like no trust but no one admitting it.