Agile Transformation: Using the Integral Agile Transformation Framework™ to Think and Lead Differently

Description

Lead Agile Transformations that Scale and Succeed across the Entire Organization Most organizational leaders know agility is paramount to survival in a world of unprecedented volatility, uncertainty, complexity, and ambiguity (VUCA). That’s why so many keep attempting Agile transformations even after previous initiatives have failed. But the truth is, both organizations and leaders need new ways of thinking--they need to upgrade their organizational “operating system.” Built on the proven Integral Agile Transformation Framework™ (IATF), Agile Transformation offers a fresh perspective and systemic approach that can operate on all levels, from individual to enterprise. You’ll learn how to use IATF to combine what you know subjectively (“heart”) with what you can measure objectively (“data”). Even if you’re already using leadership or culture models, scaled frameworks, or other techniques, IATF helps you place them in context, overcome their limitations, and gain more value from them. As it has in many other organizations, IATF can help you become an authentic Transformational Leader and finally build an organization that’s truly Agile. Gain crucial new perspective for leading your Agile transformation: insight into your world, organization, work, and yourself Understand what your current Agile methods do and don’t do, how they interact or conflict, and where you need something more Structure existing models and frameworks into an understandable meta-framework Master a unified and practical system for mapping what’s going on and what needs to change Discover practical ways to successfully lead both human and organizational aspects of change Register your book for convenient access to downloads, updates, and/or corrections as they become available. See inside book for details. Cover Half Title Title Page Copyright Page Contents Preface Acknowledgments About the Authors Introduction: Why an Integral Perspective? The Integral Operating System How This Book Can Change Your Perspective How This Book Is Organized Part I, Agile Transformation: An Integral Approach Part II, Transformational Leadership: Upgrading the Leader’s Operating System Part III, Organizational Transformation: Putting the Integral Compass to Work Questions Addressed by This Book Our Perspective (and Biases) Part I: Agile Transformation: An Integral Approach 1 The Holon: Fundamental Building Block of the Integral Framework Organizational Complexity Holons Four Patterns of Holons Holons and Agile Transformations Holon Principles for Transformation Scale Shifting Summary From Insight to Action Chapter Notes 2 The Quadrants: The Four Fundamental Perspectives Deconstructing the Four Perspectives How Each Quadrant Operates How to Be Integral Arguments Between Quadrants Quadrants in Agile Transformations Summary From Insight to Action Chapter Notes 3 Integral Altitudes: The Evolution of Complexity Why Altitude Matters The Integral Concept of Altitude How Altitudes Show Up in Organizations What You Need to Know about Stage Development Models Transcend and Include Conformist-Amber Altitude Achievement-Orange Altitude Pluralistic-Green Altitude Evolutionary-Teal Altitude Corroborating Research on Altitude Clare Graves’s Research Spiral Dynamics: Continuing Graves’s Work Evolution Across Quadrants Generic Altitude Names Integral Altitude and Agile Transformations Summary From Insight to Action Chapter Notes 4 Lines of Development Developmental Lines Developmental Lines and Agile Transformations From Insight to Action Summary of Part I Applying Integral Thinking to Your Agile Transformation Part II: Transformational Leadership: Upgrading the Leader’s Operating System A Note on Our Thinking about Integral Leadership 5 Transformational Leadership The Context for Transformational Leadership The Leader’s Operating System The Business Case for Transformational Leadership Collective Leadership Effectiveness Leader-First Transformation The Essence of Transformational Leadership Moving from Transactional to Transformational The Role of Consciousness Taking the Perspective of Others Summary From Insight to Action 6 The Developmental Landscape The Core of Development: “Our Story” Deconstructing the Levels Kegan’s Orders of Mind Problem-Reacting Leadership Outcome-Creating Leadership Integral Leadership Collective Leadership Development Summary From Insight to Action 7 The Developmental Path How Development Actually Happens The Subject–Object Switch in Action Seeing Our Seer Taking the Perspective of Other The Shift from Reactive to Creative The Shift from Creative to Integral Using the Integral Disciplines to Foster Development Increasing Collective Effectiveness Summary From Insight to Action Part III: Organizational Transformation: Putting the Integral Compass to Work 8 The Integral Agile Transformation Framework: An Overview How Do We Use the Map? The IATF Quadrants Leadership and Mindset (I Quadrant) Practices and Behavior (IT Quadrant) Organizational Architecture (ITS Quadrant) Organizational Culture and Relationships (WE Quadrant) Integrating the Quadrant Perspectives Development within the Quadrants How Quadrants Look from Different Holons Leadership and Mindset Practices and Behavior Organizational Architecture Organizational Culture and Relationships Summary From Insight to Action 9 The Integral Disciplines: Focusing the Transformation Integral Disciplines and Developmental Lines IATF Integral Disciplines Integral Disciplines Mapped to Developmental Lines Evolving Conscious Change: Developing Your Approach Evolving Consciousness: Developing Leadership and Mindset Evolving Product Innovation: Developing Practices and Behaviors Evolving Adaptive Architectures: Developing Organizational Architecture Evolving Systemic Complexity: Developing Organizational Culture and Relationships Summary From Insight to Action Chapter Notes 10 Leading an Agile Transformation How to Get Started Transformational Leader Role and Competencies Developing Self as Leader Coaching Range Developing Leadership in Organizations Guiding Organizational Agility Guiding the Change Process Activating the Integral Disciplines Using the Integral Disciplines as an Organizational Compass Summary In Conclusion References and Relevant Readings Index A B C D E F G H I J-K L M N-O P Q R S T U-V W-X-Y-Z