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!
Search Results for: management 3.0
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.
Management 3.0 Audiences often include:
- Agile Project Managers
- Project Managers
- Scrum Masters & Scrum Management
- Human Resources
- Startups and Cofounders
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
About the Author, Jurgen Appelo
Leadership guru Jurgen Appelo calls himself a creative networker. Since 2008 Jurgen has penned a popular blog at www.noop.nl, covering the creative economy, agile management, and personal development. He is the author of Management 3.0 and the subsequent Management 3.0 workshops. He also has written the booklet How to Change the World, which describes a supermodel for change management and then the practical follow-up to Management 3.0, 2014’s #Workout: Games, Tools & Exercises to Engage People, Improve Work, and Delight Customers. Jurgen is CEO of the business network Happy Melly, and co-founder of the Agile Lean Europe network and the Stoos Network for better leaders. He is also a speaker who is regularly invited to talk at business seminars and conferences around the world. More about the author…
How can you get your hands on a copy of Management 3.0?
Languages Available: English and Chinese
Management 3.0 Table of Contents
- Why Things Are Not That Simple
- On Agile Software Development
- On Complex Systems Theory
- The Information-Innovation System
- How to Energize People
- The Basics of Self-Organization
- How to Empower Teams
- Leading and Ruling on Purpose
- How to Align Constraints
- The Craft of Rulemaking
- How to Develop Competence
- The Landscape of Change
- How to Improve Everything
- All Is Wrong, but Some Is Useful
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 bibliography along 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.
Keep the agile management movement going and Register for a Management 3.0 Workshop today!
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
Why should you sign up for the Management 3.0 Mailing List?
By joining this mailing list, you will join more than 12,000 other change agents who are gaining tricks of how to influence change, access to exclusive content, and a free online version of Jurgen’s Appelo’s bestseller #Workout: Games, Tools & Practices to Engage People, Improve Work, and Delight Clients.
What will you get?
You get FREE DOWNLOADABLE COPIES of the book Management 3.0 Workout, both in a Text Edition (one PDF) and in a special Design Edition (separate chapters.)
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?
Get How to Change the World Today!
You can also find it in the following languages:
What is Change Management 3.0?
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.
- Change the environment, using the Five I’s model.
About the Author, Jurgen Appelo
Leadership guru Jurgen Appelo calls himself a creative networker. Since 2008 Jurgen has penned a popular blog at www.noop.nl, covering the creative economy, agile management, and personal development. Besides this book, he is the author of Management 3.0 number-one agile management text and the proactive follow-up #Workout: Games, Tools & Exercises to Engage People, Improve Work, and Delight Customers, as well as founding the Management 3.0 workshops. Jurgen is CEO of the business network Happy Melly, and co-founder of the Agile Lean Europe network and the Stoos Network for better leaders. He is also a speaker who is regularly invited to talk at business seminars and conferences around the world. More about the author…
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.
Management 3.0 Books
Author: Jurgen Appelo
Language Available: English
Author: Jurgen Appelo
Languages Available: English, Chinese
Author: Jurgen Appelo
Languages Available: English, Dutch, Spanish, Russian, Italian, Portuguese, Swedish, Polish, French, Japanese
Management 3.0 Games & Exercises
Language Available: English
Language Available: English
Language Available: English
Language Available: English
Being a licensed Management 3.0 Facilitator means that you get to help people become leaders. You get to help them be happier at work. You get to help them affect change management and develop employee empowerment. Do you think you can be an animated business coach and change facilitator?
As a licensed facilitator you can give Management 3.0 courses and workshops anywhere in the world, in your own company, or at public events. All Management 3.0 facilitators must have attended a two-day workshop first, in order to experience it from the perspective of an attendee. Then, you should fill out the form below to apply for your Management 3.0 license.
As a licensed content creator you can make new Management 3.0 content, and get paid each time the content is used. Before you fill out this form, please check out our License Agreement for Content Associates 1.0. It describes what you can expect from us, and what we expect from you, as a Licensed Content Associate.
Don’t take our word for it, take theirs! Management 3.0 is a movement of people ready to step up and develop a new definition of leadership and team collaboration. Each workshop is different because each attendee and the experience he or she brings to the conference table is different. That means that reactions to our workshops could be mixed.
We ask every attendee to reply to an evaluation of the workshop and its Management 3.0 facilitator. The results? Management 3.0 Workshops are evaluated as an average of an 8.45 out of 10! Not bad, eh?
The games & exercises were great! In particular, I liked the Metrix Matrix, Champfrogs, Delegation Poker, and Meddlers. I also liked the Change Management 3.0 Module & the change exercise – it really brought everything together into four aspects of change that’s spot on with the type of work I do with clients & teams.
– SUSAN GIBSON, agile coach at LeanDog, USA
Just the right amount of theory vs. exercises, general experience vs. each participant’s experience, one-way teaching vs. two-way sharing/feedback.
– CLAUDIA DANIELA HOSU, scrum master at Small Footprint, Romania
It is very refreshing to see Management 3.0 is considerably more oriented toward empowering the team and making it happy, as opposed to traditional management that was focusing on performance.
– LUC DUPLESSIS, agile product owner at Accedian Networks, Canada
I had so many takeaways, almost everything. I would say: complex systems discussion, a lot of metaphors, seven levels of authority, discussions of challenges, loved all the stories. Great great great course!
– TALI GOSHEN, vice president of human resources at superDimension, Israel
Very involving and with a very flexible agenda. The result was that we did some very concrete problem solving, including making use of the participants’ varied experiences.
– SIGNE BRAMMING ANDERSEN, manager at DONG Energy, Denmark
It has the right mix of examples, theory, and games. Convincing and authentic.
– SERGIU GAVRILA, team leader at itdesign GmbH, Germany
My team will be using Moving Motivators, a problem wall and a happiness index. The biggest takeaway was to try many different things, tweak and try more.
– ANDREW BROWN, senior IT project manager, University of Michigan, USA
I have gained some more tools and been reminded about some of the existing tools in my little toolkit which needed sharpening.
– KASPER JORGENSEN, project manager at CIPM, Denmark
Having experienced the games was quite useful to realize that they work. They are all exercises to play with my teams.
– ALEJANDRO SCADROLI, developer and founder at Amneris Web Solutions, Spain
The exercises were very enlightening, whether in sharing my own experiences or listening to others – it certainly caused me to pause and reflect upon my own “style” and recognize opportunities for growth.
– DAVID SOULE, section manager at Erie Insurance Group, USA
I consider two days as a well-balanced choice and the pace during the two days was just right.
– ROBERT SUNDIN, manager at Com Hem AB, Sweden
The best feature, one that I have never seen in such courses, but always wanted, is the list of books worth reading. It makes the course only a starting point, for your own exploration on each topic.
– LUKASZ NALEPA, scrum master and software engineer at CUBE-CR, Poland
And here’s the buzz all over Twitter for @Management30 and #m30Workout!
#management30 training was great! Must follow training for managers. Dare to let go and poke the system.
— Gerry de Bruijn (@gdeb) January 31, 2012
— simonbristow (@simonbristow) October 13, 2012