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Management 3.0 is a revolution in modern management, currently happening in 27 countries. It began in 2010 for the agile software community and since has spread to thousands of events with hundreds of facilitators in industries like human resources, change management, startups, project management and any companies looking to increase employee engagement.
What is Management 1.0? It’s simply doing the wrong thing, by treating people like cogs in a system.
What is Management 2.0? It’s doing the right thing in the wrong way, with good intentions but old-fashioned top-down hierarchical initiatives.
What is Management 3.0? It is the future of management, which is all about doing the right thing for your team, involving everyone in improving the system and fostering employee engagement. Anyone has the opportunity to influence change and to participate in leadership.
Want to see how Management 3.0 works out in the jungle? We wanted to make sure that you have all the examples of how Management 3.0 agile leadership and change management practices work (and sometimes don’t work) with real-world teams. Here we present to you the change agents in the making talking about their experiences!
In many organizations, management is the biggest obstacle to successful Agile development. Unfortunately, reliable guidance on Agile management has been scarce indeed. Now, leading Agile manager Jurgen Appelo fills that gap, introducing a realistic approach to leading, managing, and growing your Agile team or organization.
Writing for current managers and developers moving into management, Appelo shares insights that are grounded in modern complex systems theory, reflecting the intense complexity of modern software development. Appelo’s Management 3.0 model recognizes that today’s organizations are living, networked systems; and that management is primarily about people and relationships.
Management 3.0 doesn’t offer mere checklists or prescriptions to follow slavishly; rather, it deepens your understanding of how organizations and Agile teams work and gives you tools to solve your own problems. Drawing on his extensive experience as an Agile manager, the author identifies the most important practices of Agile management and helps you improve each of them.
Getting beyond “Management 1.0” control and “Management 2.0” fads
Understanding how complexity affects your organization
Keeping your people active, creative, innovative, and motivated
Giving teams the care and authority they need to grow on their own
Defining boundaries so teams can succeed in alignment with business goals
Sowing the seeds for a culture of software craftsmanship
Crafting an organizational network that promotes success
Implementing continuous improvement that actually works
Thoroughly pragmatic–and never trendy–Jurgen Appelo’s Management 3.0 helps you bring greater agility to any software organization, team, or project.
Who should attend a leadership course? Anyone who wants to influence change management and increase employee engagement has the ability to attend a Management 3.0 workshop.
Much of our Management 3.0 workshops include storytelling from employees and managers sharing their own experiences. Because of this, each Management 3.0 leadership course is different as each person that wants to change management is different.
Realizing all of this, Management 3.0 facilitators work to customize each course based on the attendees and their needs. However, there are groups of people who tend to gravitate to our brand of change management, and thus we offer some insight into what happens at those industry or sector-specific workshops.
I don’t care for cookbooks, as in ‘5 steps to success at whatever.’ I like books that urge you to think, that present new ideas and get mental juices flowing. Jurgen’s book is in this latter category; it asks us to think about leading and managing as a complex undertaking–especially in today’s turbulent world. Management 3.0 offers managers involved in agile/lean transformations a thought-provoking guide how they themselves can ‘become’ agile.
– JIM HIGHSMITH, executive consultant at ThoughtWorks, Inc., author of Agile Project Management
Management is often the main obstacle to agile software development
Agile management is an often overlooked part of Agile. There are at least a hundred books for agile developers and project managers, but very few for agile managers and leaders.
When organizations adopt agile software development, not only developers and project managers need to learn new practices. Development managers and team leaders must also learn a different approach to leading and managing organizations.
Several studies indicate that management is the biggest obstacle in transitions to agile software development. Managers need to learn what their new role is in software development organizations in the 21st century, and how to get the best out of Agile. Management 3.0: Leading Agile Developers, Developing Agile Leaders is a half-theoretical, half-practical book will help them and this book will help you.
Don’t get tricked by the word ‘Agile’ used in the subtitle. The book isn’t really about Agile; it is about healthy, sensible and down-to-earth management. Something, which is still pretty uncommon.
– PAWEL BRODINSKI, CEO Lunar Logic, Poland’s leading Kanban proponent, and agile project manager
This book is the result of both Jurgen’s extensive experience as a team leader and agile manager and his addiction to consuming hundreds of leadership and management tomes, each of which, from modern efficiency leaders back to Adam Smith, are cited throughout the book. You can even find the massive bibliographyalong the right side of the page here.
An important portion of the book deals with complexity theory, and how ideas and concepts from this scientific field can be translated to management of software development teams. It aims at managers who want to become agile, and agilists who want to become managers.
When I first met Jurgen and learned he was writing a book based on complexity theory, I thought, ‘That sounds good, but I’ll never understand it.’ Books with words like entropy, chaos theory, and thermodynamics tend to scare me. In fact, not only did I find Management 3.0 accessible and easy to understand, I can apply the information immediately, in a practical way. It makes sense that software teams are complex adaptive systems, and a relief to learn how to apply these ideas to help our teams do the best work possible. This book will help you whether you’re a manager or a member of a software team.”
– LISA CRISPIN, agile tester at Pivotal Labs, extreme scrum user, co-author of Agile Testing
Oh, and sometimes (only once or twice per month) we will send you unique content, exclusively. Sometimes it’s a useful exercise, sometimes some tips, once in awhile it’s an exclusive download link. But it will always be exclusive, and only for those who want to use change management and employee engagement to improve the world of work!
“This book is a great intro to becoming an agent of change! The topics covered provide clear, easy to understand concepts with creative visuals/acronyms that make them easier to remember. The framework for introducing and managing change just makes sense. Change Management 3.0 is approachable, simple, and engaging. I absolutely recommend this book to anyone who’s interested in change management, or wants to improve any complex social system.” (Review on Amazon)
The Littlest Guide for Change Managers
Management guru Jurgen Appelo drafted the 90-page booklet How to Change the World: Management 3.0 as a starter guide to what is change management and how to enact it within your organization. This small tome is chock full of hands-on exercises and tips for how to influence change across an organization.
What is change management?
Change management is the popular approach for transforming organizations by way of transitioning individuals, teams and even whole businesses in a specific future direction. Perhaps even a better term could even be transformational management.
How do I deal with my crappy organization?
Jurgen penned this guide to change management process because “How do I deal with my crappy organization?” is a question asked more and more across sectors, industries and job titles, worldwide. There is a movement to improve the work and purpose we do, which can be called Change Management 3.0.
“I like my work but I don’t like what our management is doing. How do I deal with it?” Well, you have three options:
Ignore it. Changing organizations is hard work. If you don’t have the stamina to learn how to be a good change agent, then stop complaining about what’s bad. Accept that the organization for what it is, and enjoy the good parts of your work. (If this is the case, this book isn’t for you.)
Quit your job. The only reason there are bad organizations is that people don’t quit their jobs. Do the world a favor and find a better place to work. Help bad organizations out of their misery by not working for them. (If this is the case, good luck on your new adventure! Oh, and this book isn’t for you either.)
Learn about change management. Most people are terrible at influencing other people and changing organizations. But, if you’re serious about it, you can learn how to be a more effective change agent. (Really, this is the book for you.)
“To my friends who want to make changes – either behavioral, environmental or personal – and feel powerless. The book will introduce you to methods, models and tools to aid you in making a management change that has real impact.” – Guilherme Ferreira, embedded software developer at DataCom (Review on GoodReads)
Are you ready to either Take It, Leave It, or Change It?
Often times, the most difficult part of affecting change in an organization is influencing the behavior of other people. Many also often say, “I know what they should be doing, but they’re just not doing it!” We all want to know how to affect change in complex systems, the crux of change management.
Both Change Management 3.0 and this book follow this pattern which we call the Change Management Supermodel because it brings together the best of the best ingredients from various change management processes:
Dance with the system, using the PDCA model (plan, do, check, act.)
Mind the people, using the ADKAR model (awareness, desire, knowledge, ability, and reinforcement.)
Stimulate the network, using the Adoption Curve model.
You’re motivated to enact change management in your organization by increasing employee engagement and team collaboration. Whether you are a manager or team member, you recognize the need for change and you are starting to recognize your ability to affect that change from within. You’re dissatisfied with the status quo. This is wonderful and more than half the battle!
At Management 3.0, we not only give you all-star leadership workshops that help you grow your communication and collaboration skills, we give you the tools to take it all back to the office with you. We are constantly looking to grow what we can offer you to make your business transformation easier. That’s why we offer you a collection of Management 3.0 books and games to take back to your team. After all, team unity and learning often come from playing.
More than 120 coaches, trainers and consultants worldwide offer Management 3.0 courses and workshops. They organize hundreds of public and private events each year, in more than 40 countries. The average rating is 8.7 (out of 10) and the NPS score is 55%, which is very high. At least, that’s what the experts say.
Can we help you facilitate and organize successful management and leadership workshops?
As a licensed Management 3.0 Facilitator, you help people become leaders and change agents. You help them be happier at work. You help them affect change management and develop employee empowerment. And you show people how to stay lean and agile while the growing business needs better management and leadership. You can do this with our high-quality courseware materials, our popular books, and our great-looking games and exercises. For more details, check out our licensing fees and benefits.
Are you an enthusiastic business coach, leadership trainer or change facilitator? Do you want to help people develop their management and leadership skills in a lean and agile world?
When you become a licensed facilitator, you can give Management 3.0 courses and workshops anywhere in the world, in your own company, or at public events. There are two requirements in order to become a Management 3.0 facilitator:
Apply for a Management 3.0 license now by filling out the form below.
When you fill out this form, check out our License Agreement (PDF). It describes what you can expect from us, and what we want from you, as a Licensed Facilitator. Don’t worry, no organs or souls are being harvested! It’s just convenient to have a document of our commitments.