It's time to reinvent management. You can help.

Hacking Management, Changing the World

Dec 09 8am PST
A Maverick Hangout with Jurgen Appelo

Jurgen Appelo is a writer, thinker, and change-maker who is on a one-man crusade to make organizations more agile, innovative, and human. He’s also a virtuoso when it comes to turning new organizing principles into radically practical, highly doable practices on the ground.

Jurgen writes a popular blog at www.noop.nl, covering the creative economy, agile management, and personal development. He is the author of the books Management 3.0 and the Management 3.0 Workout—which lay out a vision for agile organizations and management and offer up a rich portfolio of concrete and eminently doable management hacks.

He also wrote a little book called How to Change the World, which offers up a “supermodel” for change-making.

Jurgen is CEO of the business network Happy Melly, and co-founder of the Agile Lean Europe network and the Stoos Network. He is also a globe-trotting speaker and facilitator and a prolific writer.

Join us for a maverick hangout with Jurgen on creating durable, meaningful change—plus a short course in how to hack.

We’ll tackle such questions as:

*How do we change the way we change? How do you achieve deep change without having to go through a crisis? How do you craft an authentic and participative approach to change?

*What does it mean to be an “agile” leader or an “agile” organization today?  

*How do you start from where you are? What’s your advice to aspiring management hackers who may not have power, position, or a budget?

*And we’ll go on a deep dive into Jurgen’s portfolio of clever, high-impact hacks for reinventing performance reviews and rewards, the traditional job and career path, and strategies for engagement, teamwork, and collaboration.

Please share your questions in advance here and join the conversation live at #MIXHangout

 

 

 

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bill-shirley's picture
On 12/9/14 how and where do you join this Hangout?
polly-labarre's picture
The Hangout will stream live right here on this page. And it will also be archived here after the event. Hope you can join us!
julian-wilson's picture
Many of these leaderless systems revolve around the concepts of shared values and a shared vision. We do the same, Vision and Values. But, to put them on the ground and make them real they need to be combined with something else - there needs to be responsibility. Literally, response-ability... the ability to respond (to circumstances, to commitments). That is really about decision making, the decision to commit/reward resources and people to a chosen course of action. And chosen by the responder. Specifically, given finite resources and rewards and people, who decides how these will be allocated? Given that what sets these systems apart from hierarchical systems is individual autonomy (a collaboration of "autonomous agents) how can I commit others to MY chosen course of action? I have become the decision maker. How can I commit their resources and agree their rewards for them? How is responsibility done? This is the heart of how those visions and values are made real. This cannot be done by consensus because there are just too many decisions to be carried out daily.
frank-calberg's picture
Good questions, Julian.
julian-wilson's picture
In your book Management 3.0 you say: "everyone should feel responsible for management" What does that mean? Is this like .....everyone should feel responsible for crime in the city? If YOU steal something... should I turn myself in? What do you mean by the word responsible in this context? I think you are missing the concept that in such a complex system "management" is an emergent property and not a directed activity. If I feel I am responsible for management then I might try to manage others and thus that path will lead back to Management 2.0 Together we manage, but we are not individually responsible for management; in the same way that when we talk together we can reach a common understanding, however we are at the same time both responsible for and not responsible for the common understanding (I MUST disagree until we share the understanding)... common understanding is an emergent property. As an individual, I can only be responsible for what I say- literally I can only be responsible for my responses.. and not for what you say. Certainly it is a self referencing feedback system, but I'm still not in control of what you say and neither should I feel I am. Philosophically it is not possible for me to be responsible for management, however my personal management (and the self referencing feedback) means I unwittingly contribute to the emergent system wide management- the important factor is "unwittingly". If, like everyone else in the city I am responsible for not committing crime then the emergent property is that the city will be crime-less. I unwittingly contribute to a crimeless city. If I feel responsible I might start policing the city, The crucial point is that it MUST be unwitting or I start to try to manage others (Management 2.0). The question is, how does your system (Man 3.0) ensure OTHER people do their bit? Does your book address this classic "prisoners dilemma" at the heart of Man 3.0?
mark-heseltine's picture
Any chance this will be recorded? It's on at 5am here
mix-administrator's picture
Hi Mark, Yes the Maverick Hangout will be recorded and can be accessed after the session at this same URL indefinitely.
bill-shirley's picture
How do i connect at 9:00am MT on Wed, 11/5? What URL or phone no do i use?
mix-administrator's picture
Hi Bill, Just come back to this page at that time and the Maverick Hangout streaming video screen will appear then. It will also be recorded and be available for viewing after the session at this same URL.
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