This document summarizes a presentation by Jürgen Dittmar on Management 3.0 and the essential perspective and toolset for agile managers. Dittmar has over 20 years of experience in IT and leadership. He discusses how the role of modern managers is changing in agile organizations, focusing on people development, aligning goals, and defining constraints for self-organization. Management 3.0 emphasizes engaging people, improving work, and delighting clients using practices like transparency, delegation, and feedback systems to develop a healthy organizational culture.
2. Who is talking?
• > 20 years IT, > 10 year leadership
• Master Organizational Psychology
• Independent Consultant
• Systemic Coach and Consultant
• Systemic Organizational Development
• Agile Transitions
• Agile Training and Coaching
• Leadership & Management Development
Jürgen Dittmar
Official Partner of:
12. Status relative importance to others
Certainty being able to predict the future
Autonomy a sense of control over events
Relatedness safety with others
Fairness fair exchanges between people
SCARF Modell
David Rock: http://www.davidrock.net/files/NLJ_SCARFUS.pdf
13. The Role of Management in Scrum?
Folie 14
Jeff Sutherland (2013)
20. 3.0?
Why
Doing the wrong thing.1.0
Doing the right thing wrong.
Doing the right thing right.
2.0
3.0
Management & Leadership:
21. No Management Methodology with
detailled instructions!
Mindset and general concept plus many, many practices!
Based on science and findings from Systems Theory,
Complexity Science, Psychology etc.
Uses various perspectives and models to deliver deep insights
into the system and functionality of organisations and teams
Describes useful tools and practices to start today
Continuous improvement and extension
of practices by a community
22. CoreTask for Managers & Leaders
How can I change a complex social system
in a certain direction?
23. Important Skills for Managers & Leaders
complex social system
Complexity
Theory
Systems Theory &
Systems Thinking
Psychology
Change
Management
29. Workouts: Examples
How do we create a fair bonus system?
What kind of incentives support cooperation
and feedback culture?
How can we enable creativity and motivation?
How can we deal with salaries in a fair way?
How can we develop delegation best?
What are good alternatives for traditional
career paths?
38. Transparency
A ban on secrecy has a positive impact
on trust, fairness, motivation, and
culture.
39. Example Include (Y/N) Weight
Gender (G) Male Y / N 1 /2 /3
Job Category / Title (C) designer Y / N 1 /2 /3
Job Level (L) senior Y / N 1 /2 /3
Tag / Responsibility (T) team leader Y / N 1 /2 /3
Age (A) 43 Y / N 1 /2 /3
Years of Employment (Y) 5 years Y / N 1 /2 /3
Prior Work Experience (W)15 years Y / N 1 /2 /3
Relevant Education (E) 4 years Y / N 1 /2 /3
Special Achievements (S) design award Y / N 1 /2 /3
Performance (P) NPS = 85% Y / N 1 /2 /3
Family Size (F) 3 children Y / N 1 /2 /3
42. 1. Tell: make decision as the manager
2. Sell: convince people about decision
3. Consult: get input from team before decision
4. Agree: make decision together with team
5. Advise: influence decision made by the team
6. Inquire: ask feedback after decision by team
7. Delegate: no influence, let team work it out
The Seven Levels of Delegation
45
43. 46
Flow from left to right 46
Teams or People
Seven Levels
of Delegation
Key Decision Areas
47. 1. Systemic organizational development
2. Business strategies and visions
3. Fight conflicts and impediments
4. Align goals within the organization
5. Promote and challenge informal roles
(e.g. Scrum Masters and Product Owners)
6. Define constraints for selforganization
7. People development and recruiting
8. Legal framework
9. Mentoring, mediation and coaching
10. Crisis intervention and management
11. etc…
The Perspective for Leaders in Agile Organizations
48. The world is changing for all kind of managers
• The old system doesn‘t function anymore!
• Roles and task of managers/leaders are changing