What is Management 3.0?
Management 3.0 is more than a course. It’s an approach to inspire team members, team leaders, development managers, IT directors, project managers, Agile coaches, and HR managers, who face the challenge of transforming their organizations to an Agile mindset. It does this by providing guidance and practices, and by applying new thinking to the craft, art, and science of management.
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A short history
In few industries the benefits of new, agile forms of working were more visible than in software development. Strict deadlines, highly intelligent knowledge workers, and products that – if not built correctly – were very vulnerable to errors. The philosophy of Agile offered many answers and solutions to improve working methods in software development. Management, however, was hardly addressed. The book Management 3.0 was written to address this lack of visionary management.
While developing new practices for Agile managers, coaches, and other leaders, soon the realization dawned that not only the software industry needs a new view on management. Almost every organization in the world needs it.
This course is designed to help everyone that yearns for inspiring management. Managers on every level as well as knowledge workers in general.
Target Audience
The Management 3.0 course aims at leaders/managers/knowledge workers who want to become Agile, and other stakeholders involved in leadership and management. The course typically draws team leaders (15%), development managers (15%), coaches (15%), scrum masters (15%), project managers (10%), product owners (10%), developers and testers (10%), and top-level management (10%).
Topics Day 1
•Agile management is the new approach to leadership and governance of creative teams and people. You will learn about different methods, popular practices, challenges in Agile adoption around the world, and the contribution of the manager and team leader in Agile organizations;
•Complexity thinking is the cornerstone of an Agile mindset. You will learn what complexity theory is, how to think in terms of systems, about the difference between complex and complicated, about fallacies of traditional linear thinking, and suggestions for complexity thinking;
•Intrinsic motivation is the reason people get out of bed in the morning. Since people are the most important parts of an organization and managers must do all they can to keep people active, creative, and motivated. You will learn about the difference between extrinsic vs. intrinsic motivation, the 10 intrinsic desires, and common techniques for understanding what is important to the people in your teams, such as one-on-one meetings, personal assessments, the 12 most important questions, and 360 degree evaluations;
•Self-organization can offer many answers when it comes to good management. Teams are able to self-organize, but this requires empowerment, authorization, and trust from management. You will learn how to make self-organization work, how to distribute authorization in an organization, the challenges of empowerment, how to grow relationships of trust, and several techniques for distributed control, such as the 7 levels of delegation, and authority boards;
Topics Day 2
•Goal setting is important, since self-organization can lead to anything. Therefore it’s necessary to protect people and shared resources, and to give people a clear purpose and defined goals. You will learn when to manage and when to lead, how to use different criteria to create useful goals, about the challenges around management by objectives, and how to protect people and shared resources from any bad effects of self-organization.
•Competence development is key when it comes to doing a good job. Teams are only able to achieve their goals if team members are capable enough, and managers must therefore contribute to the development of competence. You will learn how and when to apply the seven approaches of competence development, how to measure progress in a complex system, the effect of sub-optimization, and several tips for useful metrics;
•Organizational structures significantly impact how an organization works. Many teams operate within the context of a complex organization, and thus it is important to consider structures that enhance communication. You will learn how to grow an organizational structure as a fractal, how to balance specialization and generalization, how to choose between functional and cross-functional teams, about informal leadership and widening job titles, and about treating teams as value units in a value network;
•Change management is one of the things people in all kinds of organizations struggle with most. People, teams, and organizations need to improve continuously, in order to defer failure for as long as possible. In practice this means that managers and leaders must act as change agents, trying to change the social complex systems around them. You will learn about the 4 facets of change management, which address the system, the individuals, the interactions, and the boundary of the system.
Games and Exercises
Each of the eight topics includes at least one game or exercise. In groups of four to six people, attendees put into practice the ideas they’ve just learned. Sometimes the attendees play as different managers against each other. Sometimes they act together as one manager, sharing their thoughts while working on a problem.
Every social activity ends with a debrief and a discussion, so that people can relate what they’ve learned to their own situation, and bring up questions and experiences to be addressed by the whole group.
It’s your job too!
We believe that management is not only the managers’ responsibility. It is everyone’s job!