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Management 3.0

Agile Leadership Practices

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Management 3.0

  • Home
  • About
    • Why Management 3.0?
    • Social Networks
    • Illustrations
    • More Info
  • Events
    • Management 3.0 Events
    • Full Description
    • Event Materials
    • Events Schedule
    • Evaluation
    • Reviews & Testimonials
  • Products
    • Product Overview
    • Reviews & Testimonials
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Why Management 3.0?

Illustrations & Drawings

All illustrations in the Management 3.0 books, presentations, and materials are hand-drawn and tailor-made. The illustrations are available from Flickr.com, where you can download them in their original sizes to use them for your own purposes. Of course, a reference to Management 3.0 is appreciated!

  • Illustrations for Moving Motivators (game)
  • Illustrations for Management 3.0 (book)
  • Illustrations for How to Change the World (book)

Gallery

  • FIGURE 01.1 What’s really going on in water?
  • FIGURE 01.3 The result of a leaky abstraction?
  • FIGURE 01.4 Martie, the Management 3.0 model
  • FIGURE 02.2 The Manifesto for Agile Software Development
  • FIGURE 02.3 The Manifesto for Software Craftsmanship
  • FIGURE 02.4 The Declaration of Interdependence
  • FIGURE 03.1 The Body of Knowledge of systems
  • FIGURE 03.2 The Structure- Behavior Model of systems
  • FIGURE 03.3A The Cynefin model
  • FIGURE 03.3B The Agreement & Certainty model
  • FIGURE 04.1 Agents in a social complex system
  • FIGURE 04.3 The Five Cogs of Innovation
  • FIGURE 05.1a Drawing made when I was 4 years
  • FIGURE 05.1b Drawing made when I was 8 years
  • FIGURE 05.1c Drawing made when I was 19 years
  • FIGURE 05.2 My Motivational Balance Sheet is positive!
  • FIGURE 06.1 Governance versus anarchy
  • FIGURE 06.2 Emergence (supervenience and downward causality)
  • FIGURE 06.3 Team members aggregating their mental models
  • FIGURE 06.4 Your management tools
  • FIGURE 07.1 Three maturity levels versus seven authority levels
  • FIGURE 07.2 Four types of trust
  • FIGURE 08.1 A stable system after just three generations
  • FIGURE 08.2 Ordered versus complex versus chaotic
  • FIGURE 08.3 Three responsibilities in setting up constraints
  • FIGURE 09.1 Goals per stakeholder and a shared goal from the manager
  • FIGURE 09.3 Iron Square of Constraints
  • FIGURE 10.1 Flocking of birds (can you spot the three errors?)
  • FIGURE 10.2 Reinforcing feedback: An increase results in further increase, and vice versa
  • FIGURE 10.3 Opposing feedback: An increase results in a decrease, and vice versa
  • FIGURE 10.4 Discipline-Skill Grid
  • FIGURE 10.5 Christmas: a memeplex
  • FIGURE 11.1 Escher cube of constraints
  • FIGURE 11.2 360-degree feedback
  • FIGURE 12.1 Problematic communication, from one mind to another
  • FIGURE 12.2 Nine capabilities of communicators
  • FIGURE 12.3 Each molecule catalyzes and is catalyzed by at least one other molecule
  • FIGURE 12.5 Snowflakes (adapted from unknown source)
  • FIGURE 12.6 Fractals
  • FIGURE 13.1 From specialist to generalist?
  • FIGURE 13.2 Different but related concepts
  • FIGURE 13.3 Optimal team size: 5 plus or minus 2
  • FIGURE 13.4 More communication in projects than within functional groups
  • FIGURE 13.5 First design principle: a manager coordinates
  • FIGURE 13.6 Second design principle: The teams coordinate
  • FIGURE 13.7 Quadrant of organizational styles
  • FIGURE 13.8 Project teams serviced by specialist teams
  • FIGURE 13.9 Both network (for communication) and hierarchy (for authorization)
  • FIGURE 14.1 Dinosaurs versus great apes
  • FIGURE 14.2 Double-loop learning versus improvement
  • FIGURE 14.3 Alice and the Red Queen
  • FIGURE 14.4 The drunkard’s walk
  • FIGURE 14.5 A four-dimensional cube (or “hypercube”)
  • FIGURE 14.6 Attractors (A), basins of attraction (B), and disturbances (S)
  • FIGURE 14.7 An adaptive walk across a fitness landscape
  • FIGURE 14.8 Three adaptive walks: a) simple; b) rugged; and c) moderate
  • FIGURE 15.1 SLIP, based on five improvement models: PDCA, QIP, AMI, IDEAL, and DMAIC
  • FIGURE 15.2 How to escape the local optimum?
  • FIGURE 15.3 Stepping and jumping through the fitness landscape
  • FIGURE 15.4 Virginia Satir Change Curve
  • FIGURE 15.5 Innovation Adoption Curve
  • FIGURE 15.6 Mutation: being pushed around in the landscape
  • FIGURE 15.7 Cross-over: jumping across the landscape
  • FIGURE 15.8 Horizontal transfer: following another on the landscape
  • FIGURE 16.1 Martie, the Management 3.0 model
  • FIGURE 16.2 The body of knowledge of software development
  • FIGURE 16.3 The Complexity Pamphlet

It's your job too!

We believe that management is not only the managers’ responsibility. It is everyone’s job! Management is too important to leave to the managers.

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