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Book Cover
How to Change the World
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Information
News & Announcements
About This Website
The Book
About the Book
Table of Contents
Illustrations
Frequently Asked Questions
Book Reviews
Book Testimonials
About the Author
Contact the Author
Book Cover
How to Change the World
The Course
Introduction
Course Description
Course Materials
Training Schedule
Training Agents
Licensed Trainers
Course Testimonials
Frequently Asked Questions
Licensed Trainer Request
Certificate & Download
Delegation Poker Cards
Book the Course!
Interesting Stuff
Articles about Management 3.0
Agile Groups and Networks
Complexity Groups and Networks
Agile Blogs
Complexity Blogs
Books and Things to Read
Practices
Moving Motivators
Delegation Poker
Meddlers
Change Management Questions
Administration
Login
Top
Information
News & Announcements
About This Website
The Book
About the Book
Table of Contents
Illustrations
Frequently Asked Questions
Book Reviews
Book Testimonials
About the Author
Contact the Author
Book Cover
How to Change the World
The Course
Introduction
Course Description
Course Materials
Training Schedule
Training Agents
Licensed Trainers
Course Testimonials
Frequently Asked Questions
Licensed Trainer Request
Certificate & Download
Delegation Poker Cards
Book the Course!
Interesting Stuff
Articles about Management 3.0
Agile Groups and Networks
Complexity Groups and Networks
Agile Blogs
Complexity Blogs
Books and Things to Read
Practices
Moving Motivators
Delegation Poker
Meddlers
Change Management Questions
Administration
Login
Preface
(intro)
Story of This Book
Structure of This Book
Contents of This Book
About the Title
About the Subtitle
1. Why Things Are Not That Simple
(intro)
Causality
Complexity
Our Linear Minds
Reductionism
Holism
Hierarchical Management
Agile Management
My Theory of Everything
The Book and the Model
(Summary)
(Reflection and Action)
2. Agile Software Development
(intro)
Prelude to Agile
The Book of Agile
The Fundamentals of Agile
The Competition of Agile
The Obstacle to Agile
Line Management versus Project Management
(Summary)
(Reflection and Action)
3. Complex Systems Theory
(intro)
Cross-Functional Science
General Systems Theory
Cybernetics
Dynamical Systems Theory
Game Theory
Evolutionary Theory
Chaos Theory
The Body of Knowledge of Systems
Simplicity: A New Model
Revisiting Simplification
Non-adaptive versus Adaptive
Are We Abusing Science?
A New Era: Complexity Thinking
(Summary)
(Reflection and Action)
4. The Information-Innovation System
(intro)
Innovation Is the Key to Survival
Knowledge
Creativity
Motivation
Diversity
Personality
Only People Are Qualified for Control
From Ideas to Implementation
(Summary)
(Reflection and Action)
5. How to Energize People
(intro)
Creative Phases
Manage a Creative Environment
Creative Techniques
Extrinsic Motivation
Intrinsic Motivation
Demotivation
Ten Desires of Team Members
What Motivates People: Find the Balance
Make Your Rewards Intrinsic
Diversity? You Mean Connectivity!
Personality Assessments
Four Steps toward Team Personality Assessment
Do-It-Yourself Team Values
Define Your Personal Values
The No Door Policy
(Summary)
(Reflection and Action)
6. The Basics of Self-Organization
(intro)
Self-Organization within a Context
Self-Organization toward Value
Self-Organization versus Anarchy
Self-Organization versus Emergence
Emergence in Teams
Self-Organization versus Self-Direction
Darkness Principle
Conant-Ashby Theorem
Distributed Control
Empowerment as a Concept
Empowerment as a Necessity
You Are (Like) a Gardener
(Summary)
(Reflection and Action)
7. How to Empower Teams
(intro)
Don’t Create Motivational Debt
Wear a Wizard’s Hat
Pick a Wizard, Not a Politician
Empowerment versus Delegation
Reduce Your Fear, Increase Your Status
Choose the Right Maturity Level
Pick the Right Authority Level
Assign Teams or Individuals
The Delegation Checklist
If You Want Something Done, Practice Your Patience
Resist Your Manager’s Resistance
Address People’s Ten Intrinsic Desires
Gently Massage the Environment
Trust
Respect
(Summary)
(Reflection and Action)
8. Leading and Ruling on Purpose
(intro)
Game of Life
Universality Classes
False Metaphor
You’re Not a Game Designer
But… Self-Organization Is Not Enough
Manage the System, Not the People
Managers or Leaders?
Right Distinction: Leadership versus Governance
Meaning of Life
Purpose of a Team
Assigning an Extrinsic Purpose
(Summary)
(Reflection and Action)
9. How to Align Constraints
(intro)
Give People a Shared Goal
Checklist for Agile Goals
Communicate Your Goal
Vision versus Mission
Examples of Organizational Goals
Allow Your Team an Autonomous Goal
Compromise on Your Goal and Your Team’s Goal
Create a Boundary List of Authority
Choose the Proper Management Angle
Protect People
Protect Shared Resources
Constrain Quality
Create a Social Contract
(Summary)
(Reflection and Action)
10. The Craft of Rulemaking
(intro)
Learning Systems
Rules versus Constraints
The Agile Blind Spot
What’s Important: Craftsmanship
Positive Feedback Loops
Negative Feedback Loops
Discipline * Skill = Competence
Diversity of Rules
Subsidiarity Principle
Risk Perception and False Security
Memetics
Broken Windows
(Summary)
(Reflection and Action)
13. How to Grow Structure
(intro)
About Environment, Products, Size, and People
Consider Specialization First...
...And Generalization Second
Widen People’s Job Titles
Cultivate Informal Leadership
Watch Team Boundaries
The Optimal Team Size Is 5 (Maybe)
Functional Teams versus Cross-Functional Team
Two Design Principles
Choose Your Organizational Style
Turn Each Team into a Little Value Unit
Move Stuff out to Separate Teams
Move Stuff up to Separate Layers
How Many Managers Does It Take...
Create a Hybrid Organization
The Anarchy Is Dead, Long Live the Panarchy
Have No Secrets
Make Everything Visible
Connect People
Aim for Adaptability
(Summary)
(Reflection and Action)
12. Communication on Structure
(intro)
Is It a Bug or a Feature?
Communication and Feedback
Miscommunication Is the Norm
Capabilities of Communicators
Network Effects
Tuning Connectivity
Competition and Cooperation
Groups and Boundaries
Hyper-Productivity or Autocatalysis
Pattern-Formation
Scale Symmetry: Patterns Big and Small
How to Grow: More or Bigger?
(Summary)
(Reflection and Action)
11. How to Develop Competence
(intro)
Seven Approaches to Competence Development
Optimize the Whole: Multiple Levels
Optimize the Whole: Multiple Dimensions
Tips for Performance Metrics
Four Ingredients for Self-Development
Managing Versus Coaching Versus Mentoring
Consider Certification
Harness Social Pressure
Use Adaptable Tools
Consider a Supervisor
Organize One-on-Ones
Organize 360-Degree Meetings
Grow Standards
Work the System, Not the Rules or the People
(Summary)
(Reflection and Action)
You can also buy the book at
Barnes & Noble, Borders, Bol.com, InformIT, and other book stores
.
14. The Landscape of Change
(intro)
The Environment Is Not “Out There”
The Fear of Uncertainty
Laws of Change
Every Product Is a Success… Until It Fails
Success and Fitness: It’s All Relative
How to Embrace Change
Adaptation, Exploration, Anticipation
The Red Queen's Race
Can We Measure Complexity?
Are Products Getting More Complex?
The Shape of Things: Phase Space
Attractors and Convergence
Stability and Disturbances
Fitness Landscapes
Shaping the Landscape
Directed versus Undirected Adaptation
(Summary)
(Reflection and Action)
15. How to Improve Everything
(intro)
Linear versus Non-Linear Improvement
Know Where You Are
Travel Tips for Wobbly Landscapes
Change the Environment, Summon the Mountain
Make Change Desirable
Make Stagnation Painful
Honor Thy Errors
The Strategy of Noise
The Strategy of Sex
The Strategy of Broadcasts
Don’t Do Copy-Paste Improvement
Some Last Practical Tips for Continuous Change
Keep on Rolling
(Summary)
(Reflection and Action)
16. All Is Wrong, but Some Is Useful
(intro)
The Six Views of Management 3.0
Yes, My Model Is “Wrong”
But Other Models Are “Wrong,” Too
The Fall and Decline of Agilists
The Complexity Pamphlet
(Summary)
(Reflection and Action)
Bibliography
Bibliography
Book Links
Millidian
Agile Software Development
Determinism
Halley's Comet
Euler's Three-body Problem
Complex Systems
Born Believers
Scientific Management
Reductionism
Duck of Vaucanson
Holism
Greedy Reductionism
Root Cause Analysis
E:CO
Gödel's Incompleteness Theorems
5 Whys
Software Engineering
Rapid Application Development
Evo
Scrum
DSDM
Crystal
Extreme Programming
Feature Driven Development
Pragmatic Programming
Adaptive Software Development
Agile Manifesto
Agile Alliance
Test-Driven Development
Scrum Alliance
Scrum.org
Lean Software Development
The Toyota Way
W. Edwards Deming
Lean SSC
Craftsmanship Manifesto
CMMI
PMBOK
PRINCE2
Unified Process
Rational Unified Process
Agile Unified Process
Open Unified Process
Essential Unified Process
CHAOS Report
Declaration of Interdependence
Agile Project Leadership Network
Complex Adaptive System
General Systems Theory
Cybernetics
Dynamical Systems Theory
Game Theory
Evolutionary Theory
Intelligent Design
Chaos Theory
Dissipative System
Cellular Automaton
Artificial Life
Learning Classifier System
Social Network
Simplicity
Cynefin
Cynefin (image)
CUEC
Shock Therapy
System Dynamics
Systems Thinking
White-faced Saki Monkey
Pink Fairy Armadillo
Aye-Aye
Dumbo Octopus
Creativity
Motivation
Maslow's Hierarchy of Needs
Homophily
Agile Manifesto Principles
Law of Requisite Variety
Mycoted
Theory X and Y
Theory Z
Two-Factor Theory
Self-Determination Theory
16 Personality Factors
Myers-Briggs Type Indicator
Enneagram of Personality
Big Five Personality Traits
Wisdom Commons
Self-Organization
Agile Processes and Self-Organization
Anarchist Communities
Dave Snowden's Speech
Conant-Ashby Theorems
Situational Leadership Theory
Game of Life
Self-Organized versus Self-Directed
Step Back from Chaos
The Purpose of Purpose
Management by Objectives
SMART Goals
Mission and Vision Statements
Google's Mission Statement
Tragedy of the Commons
Project Triangle
Social Contract
A Social Contract for Agile
Boids
Traffic-Related Death Rate
Diminishing Returns
Technical Debt
Agile Made Us Better
Master Craftsman
Shuhari
Dreyfus Model
Subsidiarity Principle
Risk Compensation
Precautionary Principle
Universal Darwinism
Beyond Process Maturity to Process Competence
Principle of Suboptimization
M-Theory
Malazan Book of the Fallen
Self-Discipline
Personal Kanban
Why I Don't Provide Certification
Hasty Generalization
Peer Pressure 1
Peer Pressure 2
Not Invented Here Syndrome
Inspection
Zero Defects
360 Degree Feedback
24-Hour Clock
Gregorian Calendar
English Language
Right-Hand Traffic
False Consensus Effect
Small World Network
Six Degrees of Separation
Tipping Point
Phase Transition
Long Tail
Your Friends' Friends
Coopetition
Tit for Tat
Hyper-Productivity
Fractal
Fractal (image)
Biomass
Antarctic Krill
Conway's Law
Generalizing Specialists
Panarchy
Governance in the Network Age
Arxta
Symbiosis
Uncertainty Principle
The Butterfly Effect
Heraclitus
Euro
Year 2000 Problem
Lehman's Laws
Dinosaurs
Hominidae
Human
Wild Horse
Double-Loop Learning
Living Fossil
The Red Queen's Race
Kano Model
Second Law of Thermodynamics
Junk DNA
Convergent Evolution
PDCA
QIP
IDEAL
DMAIC
Kaikaku
Muhammad
Diffusion of Innovations
Mutation
Annealing
Simulated Annealing
Crossover
Horizontal Gene Transfer
Frequently Asked Questions
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