{"product_id":"139505","title":"Management 3.0 ","description":"\u003ccenter\u003e\u003cdiv style=\"text-align:center\"\u003e\u003cimg src=\"https:\/\/tmgdisk01.cafe24.com\/images\/vs\/4172\/sv\/3jXPBvfsZvyInlC0YrY78F7x3MVRAY.png?v=1765075158\" style=\"max-width:100%;max-height:10px\"\u003e\u003c\/div\u003e\u003c\/center\u003e\n\u003ccenter\u003e\u003ctable\u003e\u003ctr\u003e\u003ctd style=\"height:10px\"\u003e\u003c\/td\u003e\u003c\/tr\u003e\u003c\/table\u003e\u003c\/center\u003e\n\u003ccenter\u003e\u003ctable\u003e\u003ctr\u003e\u003ctd style=\"height:10px\"\u003e\u003c\/td\u003e\u003c\/tr\u003e\u003c\/table\u003e\u003c\/center\u003e\n\u003ccenter\u003e\n\n\u003cdiv style=\"width:95%\"\u003e\n\n\u003cdiv style=\"text-align:center;font-size:30px;font-weight:bolder;line-height:1.6em\"\u003e Management 3.0 \u003c\/div\u003e\n\n\u003ccenter\u003e\u003ctable\u003e\u003ctr\u003e\u003ctd style=\"height:10px\"\u003e\u003c\/td\u003e\u003c\/tr\u003e\u003c\/table\u003e\u003c\/center\u003e\n\n\u003ccenter\u003e\u003ctable\u003e\u003ctr\u003e\u003ctd style=\"height:10px\"\u003e\u003c\/td\u003e\u003c\/tr\u003e\u003c\/table\u003e\u003c\/center\u003e\n\n\u003ccenter\u003e\u003ctable\u003e\u003ctr\u003e\u003ctd style=\"height:10px\"\u003e\u003c\/td\u003e\u003c\/tr\u003e\u003c\/table\u003e\u003c\/center\u003e\n\n\u003ccenter\u003e\u003ctable\u003e\u003ctr\u003e\u003ctd style=\"height:10px\"\u003e\u003c\/td\u003e\u003c\/tr\u003e\u003c\/table\u003e\u003c\/center\u003e\n\n\u003cdiv style=\"border-bottom:1px;border-bottom-style:dotted;border-color:;padding-bottom:20px\"\u003e\u003ccenter\u003e\u003ctable align=\"center\" width=\"100%\"\u003e\u003ctbody style=\"border:0px\"\u003e\n\n\u003ctr\u003e\u003ctd align=\"center\" style=\"line-height:1.2em;text-align:center;font-size:18px;color:black;font-weight:bold;padding-bottom:20px;\"\u003e\u003c\/td\u003e\u003c\/tr\u003e\n\n\u003ctr\u003e\u003ctd style=\"text-align:center\"\u003e\u003cimg src=\"https:\/\/image.yes24.com\/goods\/67507876\/XL\" style=\"max-width:100%;height:auto\"\u003e\u003c\/td\u003e\u003c\/tr\u003e\n\n\n\u003c\/tbody\u003e\u003c\/table\u003e\u003c\/center\u003e\u003c\/div\u003e\n\n\u003ccenter\u003e\u003ctable\u003e\u003ctr\u003e\u003ctd style=\"height:10px\"\u003e\u003c\/td\u003e\u003c\/tr\u003e\u003c\/table\u003e\u003c\/center\u003e\n\n\u003ccenter\u003e\u003ctable\u003e\u003ctr\u003e\u003ctd style=\"height:10px\"\u003e\u003c\/td\u003e\u003c\/tr\u003e\u003c\/table\u003e\u003c\/center\u003e\n\n\u003cdiv style=\"width:95%;{split_style6}padding-top:20px;padding-bottom:20px\"\u003e\n\n\u003cdiv style=\"text-align:left;font-size:16px;font-weight:bold;padding-bottom:20px\"\u003e Description \u003c\/div\u003e\n\n\u003cdiv style=\"text-align:left;word-break:break-all;font-size:14px;line-height:1.6em;\"\u003e\n\n\u003cdiv\u003e\u003ch5\u003e \u003cb\u003eBook Introduction\u003c\/b\u003e\n\u003c\/h5\u003e\u003c\/div\u003e\n\u003cdiv\u003e\n\u003cdiv\u003e\u003cdiv\u003e Agile is rapidly spreading across various fields, and it is no longer possible to say that it is exclusive to the software development field.\u003cbr\u003e Many organizations hope that adopting agile will help them survive in volatile, uncertain, complex, and ambiguous environments, but this is often difficult.\u003cbr\u003e At the center of it all is the manager.\u003cbr\u003e A review of various research results shows that the biggest obstacle to organizational change is management.\u003cbr\u003e It is also true that management has been overlooked in the agile world, as most agile practitioners have held the position that management is unnecessary or a necessary evil.\u003cbr\u003e This book will fill that gap. \u003cbr\u003eIf you want to successfully implement agile in your organization, managers and leaders must learn to lead and manage the organization in a different way than before.\u003cbr\u003e World-renowned leadership expert Jürgen Apferlo introduces the method through interesting and diverse theories and practices.\u003cbr\u003e\n\n\u003c\/div\u003e\u003c\/div\u003e\n\u003cdiv\u003e\u003cul\u003e\u003cli\u003e You can preview some of the book's contents.\u003cbr\u003e \u003cspan\u003ePreview\u003c\/span\u003e\n\n\u003c\/li\u003e\u003c\/ul\u003e\u003c\/div\u003e\n\u003c\/div\u003e\n\u003cbr\u003e\u003cdiv\u003e\u003ch5\u003e \u003cb\u003eindex\u003c\/b\u003e\n\u003c\/h5\u003e\u003c\/div\u003e\n\u003cdiv\u003e\n\u003cdiv\u003e Chapter 1.\u003cbr\u003e Why can't things in this world be that simple?\u003cbr\u003e __causal relationship\u003cbr\u003e __complexity\u003cbr\u003e __Linear thinking\u003cbr\u003e __Reductionism\u003cbr\u003e __Holism\u003cbr\u003e __Hierarchical Management\u003cbr\u003e __Agile Management\u003cbr\u003e __All my theories\u003cbr\u003e __Books and Models\u003cbr\u003e __organize\u003cbr\u003e __Reflection and Practice\u003cbr\u003e\u003cbr\u003e Chapter 2.\u003cbr\u003e Agile software development\u003cbr\u003e __The Prelude to Agile\u003cbr\u003e __Agile Book\u003cbr\u003e __The Basics of Agile\u003cbr\u003e __Agile's competitors\u003cbr\u003e __Agile Obstacles\u003cbr\u003e Line Management vs. Project Management\u003cbr\u003e __organize\u003cbr\u003e __\u003cbr\u003e\u003cbr\u003e Chapter 3.\u003cbr\u003e Complexity theory\u003cbr\u003e __Exchange in the field of science\u003cbr\u003e __General Systems Theory\u003cbr\u003e __Cybernetics\u003cbr\u003e __Dynamic Systems Theory\u003cbr\u003e __Game theory\u003cbr\u003e __theory of evolution\u003cbr\u003e __Chaos theory \u003cbr\u003e__System Knowledge Framework\u003cbr\u003e __Simplicity: A New Model\u003cbr\u003e __Revisiting Simplification\u003cbr\u003e __Maladaptation vs. Adaptation\u003cbr\u003e __Are we misusing science?\u003cbr\u003e __A New Era: Complexity Thinking\u003cbr\u003e __organize\u003cbr\u003e __Reflection and Practice\u003cbr\u003e\u003cbr\u003e Chapter 4.\u003cbr\u003e Information Innovation System\u003cbr\u003e __Innovation is the key to survival\u003cbr\u003e __knowledge\u003cbr\u003e __Creativity\u003cbr\u003e __Motivation\u003cbr\u003e __manifold\u003cbr\u003e __personality\u003cbr\u003e __Only humans can control it\u003cbr\u003e __From idea to implementation\u003cbr\u003e __organize\u003cbr\u003e __Reflection and Practice\u003cbr\u003e\u003cbr\u003e Chapter 5.\u003cbr\u003e How to energize people\u003cbr\u003e __creative stage\u003cbr\u003e __Managing a Creative Environment\u003cbr\u003e __Creative techniques\u003cbr\u003e __Extrinsic motivation\u003cbr\u003e __intrinsic motivation\u003cbr\u003e __Loss of motivation\u003cbr\u003e __Ten Desires of Team Members\u003cbr\u003e __What Motivates You: Find Balance\u003cbr\u003e __intrinsic rewards\u003cbr\u003e __Diversity? It's connection!\u003cbr\u003e __Personality Diagnosis\u003cbr\u003e __Team Personality Diagnosis 4-Step\u003cbr\u003e __DIY Team Values\u003cbr\u003e __Definition of personal values\u003cbr\u003e __No Door Policy\u003cbr\u003e __Reflection and practice\u003cbr\u003e\u003cbr\u003e Chapter 6.\u003cbr\u003e The Fundamentals of Self-Organization\u003cbr\u003e __Situational self-organization\u003cbr\u003e __Value-oriented self-organization\u003cbr\u003e Self-organization vs. anarchy\u003cbr\u003e Self-organization vs. emergence \u003cbr\u003e__Team Creation\u003cbr\u003e Self-organization vs. self-direction vs. self-selection\u003cbr\u003e __The Principle of Ignorance\u003cbr\u003e Conant-Ashby theorem\u003cbr\u003e __Distributed Control\u003cbr\u003e __The concept of authorization\u003cbr\u003e __The need for authorization\u003cbr\u003e __Like a gardener\u003cbr\u003e __organize\u003cbr\u003e __Reflection and Practice\u003cbr\u003e\u003cbr\u003e Chapter 7.\u003cbr\u003e How to grant permissions to a team\u003cbr\u003e __Let's not create debt\u003cbr\u003e __Let's put on the wizard's hat\u003cbr\u003e __Let's choose a wizard, not a politician\u003cbr\u003e __Authorization vs. Delegation\u003cbr\u003e __Reducing fear increases status\u003cbr\u003e __Choosing the right maturity stage\u003cbr\u003e __Choosing the right permission level\u003cbr\u003e __Team assignment or individual assignment\u003cbr\u003e __Delegation Checklist\u003cbr\u003e __To do things right, cultivate patience\u003cbr\u003e __Let's resist the resistance of the manager\u003cbr\u003e __Let's address the ten inherent needs of people.\u003cbr\u003e __Let's handle the environment carefully\u003cbr\u003e __faith\u003cbr\u003e __esteem\u003cbr\u003e __organize\u003cbr\u003e __Reflection and Practice\u003cbr\u003e\u003cbr\u003e Chapter 8.\u003cbr\u003e Leading and Dominating with Purpose\u003cbr\u003e __Life Game\u003cbr\u003e __Universality class\u003cbr\u003e __False analogy\u003cbr\u003e __You are not a game designer\u003cbr\u003e __Self-organization is not enough \u003cbr\u003e__Let's manage the system, not the people\u003cbr\u003e __Are you a manager or a leader?\u003cbr\u003e __The Right Distinction: Leadership vs. Governance\u003cbr\u003e __The meaning of life\u003cbr\u003e __Team's purpose\u003cbr\u003e __Assigning an extrinsic purpose\u003cbr\u003e __organize\u003cbr\u003e __Reflection and Practice\u003cbr\u003e\u003cbr\u003e Chapter 9.\u003cbr\u003e How to sort constraints\u003cbr\u003e __Let's present a common goal\u003cbr\u003e __Agile Goal Checklist\u003cbr\u003e __Let's announce the goal\u003cbr\u003e __Vision vs. Mission\u003cbr\u003e __Organizational Goal Case Study\u003cbr\u003e Let the __team set its own goals.\u003cbr\u003e __Let's compromise between your goals and the team's goals.\u003cbr\u003e Let's create a list of permission boundaries\u003cbr\u003e __Choose the right management perspective\u003cbr\u003e __Let's protect people\u003cbr\u003e __Protect shared resources\u003cbr\u003e __Quality constraints\u003cbr\u003e Let's create a social contract\u003cbr\u003e __organize\u003cbr\u003e __Reflection and Practice\u003cbr\u003e\u003cbr\u003e Chapter 10.\u003cbr\u003e The art of making rules\u003cbr\u003e __Learning System\u003cbr\u003e __Agile's Blind Spots\u003cbr\u003e __What's Important: Craftsmanship\u003cbr\u003e __positive feedback loop\u003cbr\u003e __Voice feedback loop\u003cbr\u003e __Discipline * Skill = Competence\u003cbr\u003e __Diversity of rules\u003cbr\u003e __principle of complementarity\u003cbr\u003e __Risk Perception and False Security\u003cbr\u003e __Memetics\u003cbr\u003e __broken window\u003cbr\u003e __organize\u003cbr\u003e __Reflection and Practice\u003cbr\u003e\u003cbr\u003e Chapter 11. \u003cbr\u003eHow to develop competencies\u003cbr\u003e __Seven ways to develop competencies\u003cbr\u003e __Full optimization: multiple layers\u003cbr\u003e __Overall Optimization: Multiple Aspects\u003cbr\u003e __Performance Metrics Tips\u003cbr\u003e __Four Elements of Self-Development\u003cbr\u003e __Management vs. Coaching vs. Mentoring\u003cbr\u003e Consider __certification\u003cbr\u003e __Let's use social pressure\u003cbr\u003e __Let's use adaptable tools\u003cbr\u003e __Consider the supervisor\u003cbr\u003e __Let's have a one-on-one conversation\u003cbr\u003e Let's have a 360-degree meeting\u003cbr\u003e __Let's develop standards\u003cbr\u003e __Let's deal with systems, not rules or people.\u003cbr\u003e __organize\u003cbr\u003e __Reflection and Practice\u003cbr\u003e\u003cbr\u003e Chapter 12.\u003cbr\u003e Communication and Structure\u003cbr\u003e __Is it a bug or a feature?\u003cbr\u003e __Communication and Feedback\u003cbr\u003e __Misunderstandings are commonplace\u003cbr\u003e __Communicator's Competency\u003cbr\u003e __Network Effect\u003cbr\u003e __Connection adjustment\u003cbr\u003e __Competition and Cooperation\u003cbr\u003e __Groups and Boundaries\u003cbr\u003e __Superproductivity or autocatalysis\u003cbr\u003e __pattern formation\u003cbr\u003e __Scale symmetry: large and small patterns\u003cbr\u003e __How to develop: More? Bigger?\u003cbr\u003e __organize\u003cbr\u003e __Reflection and Practice\u003cbr\u003e\u003cbr\u003e Chapter 13.\u003cbr\u003e How to develop a structure\u003cbr\u003e __About the environment, products, size, and people\u003cbr\u003e __Consider specialization first… ..\u003cbr\u003e\u003cbr\u003e __… generalization follows \u003cbr\u003e__Broad title\u003cbr\u003e __Informal Leadership Development\u003cbr\u003e __Looking at team boundaries\u003cbr\u003e __The optimal team size is (probably) five people\u003cbr\u003e __Functional teams vs. cross-functional teams\u003cbr\u003e __Two design principles\u003cbr\u003e __Choose an organizational style\u003cbr\u003e __Let's turn each team into a small unit of value\u003cbr\u003e __Team separation\u003cbr\u003e __layer separation\u003cbr\u003e __How many managers does an organizational change require?\u003cbr\u003e __Let's create a hybrid organization\u003cbr\u003e __Anarchy is dead, long live Panarchy\u003cbr\u003e __Let's not keep secrets\u003cbr\u003e __Let's make everything visible\u003cbr\u003e __Let's connect people\u003cbr\u003e __Aiming for adaptability\u003cbr\u003e __organize\u003cbr\u003e __Reflection and Practice\u003cbr\u003e\u003cbr\u003e Chapter 14.\u003cbr\u003e The terrain of change\u003cbr\u003e The __environment does not exist “out there”\u003cbr\u003e __Fear of uncertainty\u003cbr\u003e __Law of Change\u003cbr\u003e __All products are successful.\u003cbr\u003e Until it fails\u003cbr\u003e __Success and Fit: It's All Relative\u003cbr\u003e __How to Embrace Change\u003cbr\u003e __Adaptation, exploration, prediction\u003cbr\u003e __Red Queen's Run\u003cbr\u003e __Can complexity be measured?\u003cbr\u003e Are __products becoming more complex?\u003cbr\u003e __The Shape of Everything: Topological Space\u003cbr\u003e __Attractor and convergence \u003cbr\u003e__Stability and Disturbance\u003cbr\u003e __suitability terrain\u003cbr\u003e __Topography\u003cbr\u003e __Artificial adaptation vs. natural adaptation\u003cbr\u003e __organize\u003cbr\u003e __Reflection and Practice\u003cbr\u003e\u003cbr\u003e Chapter 15.\u003cbr\u003e How to improve everything\u003cbr\u003e __Linear improvement vs. nonlinear improvement.\u003cbr\u003e __Let's figure out our current location\u003cbr\u003e Tips for Traveling on Unstable Terrain\u003cbr\u003e __Let's change the environment and bring the mountain.\u003cbr\u003e __Let's make change desirable\u003cbr\u003e __Let's make the situation uncomfortable\u003cbr\u003e __Honor your mistakes\u003cbr\u003e __Noise Strategy\u003cbr\u003e __Mating strategy\u003cbr\u003e __Propagation strategy\u003cbr\u003e __Don't copy and paste improvements\u003cbr\u003e __A few final tips for lasting change\u003cbr\u003e __Let's keep going.\u003cbr\u003e __organize\u003cbr\u003e __Reflection and Practice\u003cbr\u003e\u003cbr\u003e Chapter 16.\u003cbr\u003e They are all wrong.\u003cbr\u003e But there are also useful things\u003cbr\u003e Six Perspectives of Management 3.0\u003cbr\u003e __Yes, my model is “wrong”\u003cbr\u003e __But other models are also “wrong”\u003cbr\u003e __The Decline of the Agileist\u003cbr\u003e __Complexity Pamphlet\u003cbr\u003e __organize.\u003cbr\u003e __Reflection and Practice\u003c\/div\u003e\n\u003cdiv\u003e\u003c\/div\u003e\n\u003c\/div\u003e\n\u003cbr\u003e\u003cdiv\u003e\u003ch5\u003e \u003cb\u003ePublisher's Review\u003c\/b\u003e\n\u003c\/h5\u003e\u003c\/div\u003e\n\u003cdiv\u003e\n\u003cdiv\u003e ★ Recommended Article ★\u003cbr\u003e\u003cbr\u003e I hate secret books like '5 steps to guaranteed success'. \u003cbr\u003eI like books that give me new ideas and inspiration.\u003cbr\u003e The book by Wirhen Apulo falls into the latter category.\u003cbr\u003e This book will help you think about how to manage complex tasks in today's rapidly changing world.\u003cbr\u003e This book will make managers who want to transform to agile\/lean seriously consider how they can 'become' agile.\u003cbr\u003e\u003cbr\u003e - Jim Highsmith\/ThoughtWorks, Inc.\u003cbr\u003e Top Consultant,\u003cbr\u003e www.jimhighsmith.com, author of 『Agile Project Management』(Addison-Wesley, 2009)\u003cbr\u003e\u003cbr\u003e A compelling, compelling summary of the latest research and practices on complexity and management.\u003cbr\u003e\u003cbr\u003e - David Harvey, Teams and Technology Personal Consultant\u003cbr\u003e\u003cbr\u003e 『Management 3.0』 is a book that effectively introduces agile to executives.\u003cbr\u003e I've never seen anything like this book for agile team managers. \u003cbr\u003eA must read and share.\u003cbr\u003e\u003cbr\u003e - Olav Maassen (Xebia)\u003cbr\u003e\u003cbr\u003e If you want rules like 'To solve X, do Y', you'd better give up on this book.\u003cbr\u003e In addition, let's completely give up on our management career.\u003cbr\u003e But if you want countless ideas about how your team becomes more productive, which leads to fun, which leads to productivity, and that productivity leads to fun again, read this book! Once you understand the fundamentals, this virtuous cycle will begin.\u003cbr\u003e\u003cbr\u003e - Jens Schauder\/LINEAS Software Developer\u003cbr\u003e\u003cbr\u003e There are many books that explain how to manage agile projects or become a project manager suitable for an agile environment.\u003cbr\u003e But there are few books for managers suited to an agile environment.\u003cbr\u003e This book fills that gap.\u003cbr\u003e This book talks about how to be an effective manager in any situation. \u003cbr\u003eAdditionally, the extensive research presented as a backdrop to the specific advice adds a whole new dimension to the book.\u003cbr\u003e And all of this is done in a delightful style.\u003cbr\u003e\u003cbr\u003e - Scott Duncan\/Agile Software Qualities Agile Coach\/Trainer\u003cbr\u003e\u003cbr\u003e Don't be fooled by the word \"agile\" in the subtitle.\u003cbr\u003e This book is not about agile, but about healthy, rational, and realistic management.\u003cbr\u003e These things are still quite unfamiliar to us.\u003cbr\u003e\u003cbr\u003e - Pawel Brodzinski\/Software Project Manager\u003cbr\u003e\u003cbr\u003e When I heard from Wirgen Apferlo that he was writing a book based on complexity theory, I thought, \"That's a cool idea, but it's going to be a difficult book.\"\u003cbr\u003e Because books that include words like entropy, chaos theory, and thermodynamics can feel a bit scary.\u003cbr\u003e However, this book is easy to understand and can be applied right away. \u003cbr\u003eWe're fortunate to understand that software teams are complex adaptive systems and to know how to apply these ideas to achieve optimal performance.\u003cbr\u003e Whether you're a software team manager or a member of a team, this book will be of great help to you.\u003cbr\u003e\u003cbr\u003e - Lisa Crispin\/ePlan Services, Inc.\u003cbr\u003e Agile tester,\u003cbr\u003e Co-author of Agile Testing (Information Culture Publishing, 2012)\u003cbr\u003e\u003cbr\u003e This book is essential for managers who want to move beyond \"management by chance\" and understand the foundations of trust, motivation, and complexity that are overlooked in almost all teams.\u003cbr\u003e\u003cbr\u003e - Cory Foy, Senior Consultant, Net Objectives\u003cbr\u003e\u003cbr\u003e\u003cbr\u003e ★ Korean version recommendation ★\u003cbr\u003e\u003cbr\u003e As the business environment becomes increasingly complex and the pace of change accelerates, the demand for agile leadership that adapts to environmental changes is increasing, rather than for formalized leadership. \u003cbr\u003eAccordingly, the agile development methodology, which is considered as one of the software development methodologies, is providing a hint, and this is leading to a demand to apply it to the management environment not only in the IT industry but also in general industries.\u003cbr\u003e This book is a revival of this need.\u003cbr\u003e Rather than simply introducing content related to agile management, it systematically organizes various theories accumulated over the years and utilizes them as a great asset, connecting them to agile management.\u003cbr\u003e We expect this book to be an excellent introductory book for entry-level managers, while also providing new insights to seasoned managers.\u003cbr\u003e\u003cbr\u003e Park Sung-jin, SK Telecom HRD Manager, International Association of Certified Facilitators (IAF CPF)\u003cbr\u003e\u003cbr\u003e This book offers engaging, practical guidance that answers the questions of managers struggling in complex organizations. \u003cbr\u003eI find myself asking every leader, manager, or executive I coach, “Are you still managing without reading this book?”\u003cbr\u003e This book is full of excellent questions.\u003cbr\u003e The “Reflections and Practice” at the end of each chapter is a highlight of the book’s practicality.\u003cbr\u003e As you read each chapter, seeking answers to the questions asked by Wirhen Aperlo, you will encounter know-how to revitalize your organization.\u003cbr\u003e This book is highly recommended not only to managers of agile organizations, but also to any leader who seeks to nimbly respond to the demands of the world and customers, and create a more enjoyable and meaningful workplace with colleagues.\u003cbr\u003e Why keep this book to yourself? It's a book worth reading and practicing together.\u003cbr\u003e\u003cbr\u003e Park Young-jun, Director of the Question Design Research Institute, Author of \"Questions of Innovators\" (Bookshop Ilgongchil, 2017)\u003cbr\u003e \u003cbr\u003eThe most impressive part of this book is where the author compares his own experiences with agile.\u003cbr\u003e He looked back at the software he had developed before the “Agile Manifesto” and discovered and organized his own principles.\u003cbr\u003e And through that principle, you gain confidence in yourself.\u003cbr\u003e I recommend that you read this book while organizing and questioning the experiences and lessons you have already accumulated within yourself.\u003cbr\u003e You will gain a wealth of experience and insights in developing agile teams and organizations.\u003cbr\u003e I hope that the solid theory, deep experience, and insightful practices of the systems covered in this book will come to life and breathe in the lives of readers.\u003cbr\u003e\u003cbr\u003e - Park Jun-pyo\/Odd-e Agile Coach\u003cbr\u003e\u003cbr\u003e It is very important to make managers understand and practice agile during the agile introduction process. \u003cbr\u003eThat's why, while there are many books on leadership, it's difficult to find one that focuses on a single topic as thoroughly as this one, drawing on extensive theory and extensive experience.\u003cbr\u003e It also asks appropriate questions to help readers come up with solutions for each situation, making them think a lot.\u003cbr\u003e While I'm thinking about the answer to that question, I sometimes fall into the illusion of receiving personal coaching.\u003cbr\u003e It's just amazing.\u003cbr\u003e I sincerely hope that many people will quench their thirst for leadership through this book.\u003cbr\u003e\u003cbr\u003e - Shinwon\/11st Agile Coach\u003cbr\u003e\u003cbr\u003e This book provides in-depth scientific\/management\/organizational\/leadership theory and practical guidance to anyone striving to improve their teams and organizations in complex and volatile times. \u003cbr\u003eIn addition, the “Reflection and Practice” section at the end of each chapter allows you to reflect on and discuss the situation of your team and organization through the core questions of Wirhen Aphel.\u003cbr\u003e\u003cbr\u003e - Woo Kyung-woo\/Samsung Electronics Agile Coach\u003cbr\u003e\u003cbr\u003e I'm often surprised at how many people don't study management.\u003cbr\u003e Why do we believe we need to study software development, but not management? Many teams, despite being aware of challenges related to communication, vision, and schedule management, ultimately resort to solutions based on their own experiences.\u003cbr\u003e Since the birth of Agile, numerous books on Agile have been published, but many of them are collections of solutions for specific cases.\u003cbr\u003e Because not all organizations have the same problems, I had to read the book with the mindset of picking a winner and hoping it would solve my problem.\u003cbr\u003e But you can read this book without such worries. \u003cbr\u003eThis book doesn't just give you some solutions; it helps you think about solutions.\u003cbr\u003e It explains how people and organizations operate in a complex world and how to deal with unpredictable realities.\u003cbr\u003e I personally recommend this book to numerous startup CEOs because it will be helpful to those struggling to understand how rapidly changing and growing organizations should operate.\u003cbr\u003e This will definitely be helpful, especially for IT-based startups.\u003cbr\u003e\u003cbr\u003e - Lee Dong-in, CEO of Wattab Labs\u003cbr\u003e\u003cbr\u003e This happened a long time ago when I attended a conference hosted by the Scrum Alliance.\u003cbr\u003e Firstly, I was surprised by the number of people from various fields in attendance, and secondly, by the fact that most of them were quite old. \u003cbr\u003eAt the time, I was younger than the other attendees, so I was curious and tried to talk to them during meals and social time.\u003cbr\u003e But interestingly, their answer came down to one word: 'leadership.'\u003cbr\u003e Most of the attendees were European, and although Western software organizations are relatively better off culturally than their counterparts in other cultures, they said they feel pressure to take on leadership roles within their organizations as they age and gain experience.\u003cbr\u003e So they were full of passion to cultivate leadership in Agile and Scrum and find techniques for organizational change that could be applied in the field.\u003cbr\u003e Although it has been about 20 years since the Agile Manifesto was announced, the situation in Korea remains unclear.\u003cbr\u003e Fortunately, the term \"agile\" has become more commonly used, but many organizations still have a superficial understanding of its meaning. \u003cbr\u003eLike many management techniques or processes that have been around for a while, such as Six Sigma or CMMI, Agile is often seen as nothing more than a fad.\u003cbr\u003e However, for professionals concerned about organizational productivity and trying to achieve both stability and agility, agile will feel like a weighty burden that cannot be dismissed as a passing fad.\u003cbr\u003e I am very grateful for the publication of this translated version, as I have been greatly indebted to the techniques taught by Wirhen Apulo while helping my colleagues in the field.\u003cbr\u003e In particular, his experience and logic, which unfold while considering both the complex nature of organizations and the self-evident context of management, are of great help.\u003cbr\u003e But as he explains in his book, no single technique can be a panacea for every organization.\u003cbr\u003e We must inevitably focus on the context of our own organization. \u003cbr\u003eThrough this book, readers will be able to acquire key concepts that will enable them to identify the problems their organizations face and explore directions for improvement.\u003cbr\u003e\u003cbr\u003e - Seunghwa Lee \/ Agile Coach, Productivity Consultant, Certified Scrum Professional\u003cbr\u003e\u003cbr\u003e The days of relying on individual capabilities and experience to run and manage an organization are over.\u003cbr\u003e While many management and organizational management theories and books have been published to keep pace with the changing times, I believe this book, based on the most up-to-date theories and case studies, will serve as a beacon for managers of this era.\u003cbr\u003e A lighthouse can show us where to go, but reaching our destination will only be possible through the efforts and practice of all of us.\u003cbr\u003e I think this book will shine more when read together than when read alone.\u003cbr\u003e My heart is already racing at the thought of reading this book and discussing it with my colleagues.\u003cbr\u003e\u003cbr\u003e - Hong Young-ki\/Riot Games Agile Coach\u003cbr\u003e \u003cbr\u003e★ What this book covers ★\u003cbr\u003e\u003cbr\u003e ■ Controlling “Management 1.0” and Overcoming the “Management 2.0” Trend\u003cbr\u003e ■ Understanding how complexity affects organizations\u003cbr\u003e ■ How to keep people active, creative, innovative, and motivated\u003cbr\u003e ■ How to give your team the care and authority they need to grow on their own.\u003cbr\u003e ■ How to define boundaries to help your team succeed in alignment with business goals\u003cbr\u003e ■ How to Sow the Seeds of a Culture of Software Craftsmanship\u003cbr\u003e ■ How to build an organizational network that promotes success\u003cbr\u003e ■ Continuous improvement methods that actually work\u003cbr\u003e\u003cbr\u003e ★ Target audience for this book ★\u003cbr\u003e\u003cbr\u003e Research shows that the biggest obstacle to transitioning to agile software development is management (Version, 2009).\u003cbr\u003e If the “leader” of a software team is stuck in an old-school management style, it will be difficult to make the team agile and implement processes like Scrum, XP, and Kanban. \u003cbr\u003eManagers need to define their new role for the 21st century and understand how to empower agile software teams to reach their full potential.\u003cbr\u003e This book is intended for managers who want to become agile and agile developers who want to learn management.\u003cbr\u003e\u003cbr\u003e ★ Structure of this book ★\u003cbr\u003e\u003cbr\u003e Chapter 1, \"Why Things Aren't So Simple,\" explains how linear thinking often leads to wrong conclusions.\u003cbr\u003e And we introduce six perspectives of the Management 3.0 model, which can be said to be the core idea of ​​this book.\u003cbr\u003e Chapter 2, \"Agile Software Development,\" and Chapter 3, \"Complexity Theory,\" explain agile software development and complexity theory.\u003cbr\u003e These two are the foundation of agile management and the six perspectives that will follow. \u003cbr\u003eChapter 4, \"Information-Innovation Systems,\" and Chapter 5, \"How to Energize People,\" explain the concept of \"Energizing People,\" the first perspective of the Management 3.0 model.\u003cbr\u003e One chapter deals with the theoretical side, the other with the practical side.\u003cbr\u003e He explains that the most important part of an organization is its people, and that managers must do everything they can to encourage people's initiative, creativity, and motivation.\u003cbr\u003e Chapter 6, \"The Fundamentals of Self-Organization,\" and Chapter 7, \"Empowering Teams,\" explain the second perspective of the Management 3.0 model: \"Empowering Teams,\" the notion that teams can self-organize.\u003cbr\u003e This perspective requires empowerment, delegation, and trust.\u003cbr\u003e Again, one chapter covers the theoretical side, the other the practical side. \u003cbr\u003eChapter 8, \"Leading and Dominating with Purpose,\" and Chapter 9, \"Aligning Constraints,\" explain the third perspective of the Management 3.0 model: \"Aligning Constraints.\"\u003cbr\u003e Because self-organization can occur in any direction, it means recognizing that protecting people and shared resources requires clear purpose and defined goals.\u003cbr\u003e Chapter 10, \"The Art of Creating Rules,\" and Chapter 11, \"How to Develop Competencies,\" explain the fourth perspective of the Management 3.0 model: \"Let's Develop Competencies.\"\u003cbr\u003e It shows the problem that a team cannot achieve its goals if its team members are not competent enough.\u003cbr\u003e Therefore, managers must contribute to the development and discipline of people's skills. \u003cbr\u003eChapter 12, \"Communication and Structure,\" and Chapter 13, \"How to Develop Structure,\" explain the fifth perspective of the Management 3.0 model: \"Let's Develop Structure.\"\u003cbr\u003e Because many teams operate within complex organizational contexts, it is important to consider what forms of social networking facilitate communication.\u003cbr\u003e Chapters 14, \"The Landscape of Change,\" and 15, \"How to Improve Everything,\" explain the sixth and final perspective of the Management 3.0 model: \"Let's improve everything.\"\u003cbr\u003e As before, this perspective is divided into theoretical and practical parts, explaining that if you want to postpone failure for as long as possible, you must continuously improve your people, teams, and organizations.\u003cbr\u003e Chapter 16, 'All Wrong.' \u003cbr\u003eBut there are also useful ones', which compares and examines the Management 3.0 model with several other management models.\u003cbr\u003e\u003cbr\u003e ★ Author's Note ★\u003cbr\u003e\u003cbr\u003e This book covers agile management, a topic that is particularly relevant to agile software development.\u003cbr\u003e I think agile management is underrated in the agile world.\u003cbr\u003e There are plenty of books for agile developers, testers, coaches, and project managers, but few for agile managers and team leaders.\u003cbr\u003e However, if team leaders and development managers want to implement agile practices in their organizations, they must learn how to lead and manage their teams in better ways.\u003cbr\u003e\u003cbr\u003e ★ Translator's Note ★\u003cbr\u003e\u003cbr\u003e This happened in early 2011 when I was taking the Certified ScrumMaster training.\u003cbr\u003e “Raise your hand if any of you are developers.” Most of the training participants raised their hands.\u003cbr\u003e \u003cbr\u003eAt the time, most people interested in Agile were software developers.\u003cbr\u003e “Then, planners and designers, please raise your hands.” About five people raised their hands.\u003cbr\u003e “Now, managers, please raise your hands.” A few people, including me, cautiously raised their hands (in fact, at the time, I was acting as half developer, half manager).\u003cbr\u003e So when developers raise their hands, we raise them too).\u003cbr\u003e I can't forget what the trainer said next.\u003cbr\u003e “You can all go home now.\u003cbr\u003e “Because Scrum doesn’t need managers.”\u003cbr\u003e Of course, I said it half-jokingly, half-seriously, but the complex and subtle feelings I had back then are still vivid.\u003cbr\u003e\u003cbr\u003e \"We don't need all these evil managers? We can really do our jobs!\" (Exciting hope) \u003cbr\u003e\"Wouldn't everything be fine without a manager? Sounds too idealistic.\" (A hint of doubt)\u003cbr\u003e \"Managers won't like agile. How can I explain it to them when I get back?\" (Now disappointed that it's ruined)\u003cbr\u003e \"Should I go home too?\" (Worries about making a living)\u003cbr\u003e\u003cbr\u003e Since then, I have continued to ponder what the role of a manager is in Agile.\u003cbr\u003e However, even after searching through a lot of materials, I could not find a clear answer.\u003cbr\u003e My conclusion from many years of experience as a manager and agile coach is that self-organization in a desired direction does not happen by itself (self-organizing). As you will see in the book, the current state of all organizations is the result of self-organization.\u003cbr\u003e However, that is not the direction we want to go.) \u003cbr\u003eIf we want to transform into an agile organization that can respond nimbly to environmental changes, the role of managers as we have known them until now needs to change in a direction suited to an agile organization.\u003cbr\u003e\u003cbr\u003e Agile organizations can only become more agile when managers break free from the traditional framework of command and control, monopolization of information and decision-making, hierarchy and authority, and reposition themselves as entirely new roles: energizing people, empowering teams, aligning constraints, developing capabilities, evolving structures, and improving everything.\u003cbr\u003e In this sense, it is only right that the old managers go home and new managers take their place. \u003cbr\u003eHowever, it is regrettable that perceptions such as 'the role of a manager is something that should be done naturally when the time comes', 'management skills are not learned but innate', 'people with outstanding practical skills should take on the role of manager', and 'managers are just a necessary evil that torments us' still persist.\u003cbr\u003e Technology is advancing rapidly, but management seems to be standing still and not moving.\u003cbr\u003e\u003cbr\u003e Managers must play a key role in transforming from the traditional management styles of the 20th century to a new organizational culture and new ways of working suited to the volatile, uncertain, complex, and ambiguous VUCA era.\u003cbr\u003e These are the biggest obstacles to innovation, but they are also the ones that can exert the greatest power.\u003cbr\u003e Agile, without a future for managers, cannot realistically achieve greater power. \u003cbr\u003eThis is why we must shake off the simplistic logic that managers are a necessary evil.\u003cbr\u003e\u003cbr\u003e Therefore, I am confident that this book will become a must-read not only for software development but also for organizations in all fields seeking to innovate.\u003cbr\u003e This book, through various theories and interesting case studies, explains what managers fit for the new era should look like and what they should do, but it also has many other advantages.\u003cbr\u003e First of all, reading this book will make the concept of agile more clear.\u003cbr\u003e Even after working as an agile coach for several years, I still found it difficult to clearly explain agile to others, especially those who were not familiar with the software development field.\u003cbr\u003e This book helped me answer the question, \"What is Agile?\" more clearly to myself and to others. \u003cbr\u003eAnother thing this book emphasizes is the connection between different fields.\u003cbr\u003e If you find any of the various concepts and theories presented in this book particularly interesting, I recommend that you consult the relevant literature to learn more deeply.\u003cbr\u003e This will give you a much broader perspective on the world and allow you to think about it.\u003cbr\u003e Agile is no longer just for software developers.\u003cbr\u003e\u003cbr\u003e And this book is also a network of diverse people from all over the world.\u003cbr\u003e If you visit the Management 3.0 website (http:\/\/management30.com) or the Happy Melly website (http:\/\/happymelly.com), you can connect with countless people who are struggling with the same issues and share their experiences. \u003cbr\u003eIn addition, for those who want to understand Management 3.0 more broadly, I would like to recommend the author's other two books: How to Change the World and Managing for Happiness (Wiley, 2016). \u003cbr\u003e\n\n\u003c\/div\u003e\n\u003cdiv\u003e\u003c\/div\u003e\n\u003c\/div\u003e\n\u003c\/div\u003e\n\n\n\u003c\/div\u003e\n\n\u003ccenter\u003e\u003ctable\u003e\u003ctr\u003e\u003ctd style=\"height:10px\"\u003e\u003c\/td\u003e\u003c\/tr\u003e\u003c\/table\u003e\u003c\/center\u003e\n\n\u003ccenter\u003e\u003ctable\u003e\u003ctr\u003e\u003ctd style=\"height:10px\"\u003e\u003c\/td\u003e\u003c\/tr\u003e\u003c\/table\u003e\u003c\/center\u003e\n\n\u003cdiv style=\"width:95%;padding-top:20px;padding-bottom:20px\"\u003e\n\n\u003cdiv style=\"text-align:left;font-size:16px;font-weight:bold;padding-bottom:20px\"\u003e GOODS SPECIFICS \u003c\/div\u003e\n\n\u003cdiv style=\"text-align:left;font-size:14px;line-height:1.6em;\"\u003e\n\n\u003cdiv style=\"width:100%;margin-bottom:5px;line-height:1.6em;font-size:14px\"\u003e - \u003cstrong\u003ePublication date:\u003c\/strong\u003e December 27, 2018\u003c\/div\u003e\n\n\u003cdiv style=\"width:100%;margin-bottom:5px;line-height:1.6em;font-size:14px\"\u003e - \u003cstrong\u003ePage count, weight, size:\u003c\/strong\u003e 488 pages | 901g | 188*235*23mm\u003c\/div\u003e\n\n\u003cdiv style=\"width:100%;margin-bottom:5px;line-height:1.6em;font-size:14px\"\u003e - \u003cstrong\u003eISBN13:\u003c\/strong\u003e 9791161752372\u003c\/div\u003e\n\n\u003cdiv style=\"width:100%;margin-bottom:5px;line-height:1.6em;font-size:14px\"\u003e - \u003cstrong\u003eISBN10:\u003c\/strong\u003e 1161752374 \u003c\/div\u003e\n\n\n\u003c\/div\u003e\n\n\n\u003c\/div\u003e\n\n\n\u003c\/div\u003e\n\n\u003ccenter\u003e\n\n\u003ccenter\u003e\u003ctable\u003e\u003ctr\u003e\u003ctd style=\"height:10px\"\u003e\u003c\/td\u003e\u003c\/tr\u003e\u003c\/table\u003e\u003c\/center\u003e\n\n\u003ccenter\u003e\u003ctable\u003e\u003ctr\u003e\u003ctd style=\"height:10px\"\u003e\u003c\/td\u003e\u003c\/tr\u003e\u003c\/table\u003e\u003c\/center\u003e\n\n\u003cspan\u003e\u003c\/span\u003e\n\n\u003c\/center\u003e\n\n\n\u003c\/center\u003e","brand":"LIBRAIRIE COREENNE","offers":[{"title":"Default Title","offer_id":43893360394282,"sku":"139505","price":46.0,"currency_code":"EUR","in_stock":true}],"thumbnail_url":"\/\/cdn.shopify.com\/s\/files\/1\/0683\/2750\/5962\/files\/2ea47fe6345b40e3702e4831296fa85d.jpg?v=1765398393","url":"https:\/\/librairie.coreenne.fr\/en\/products\/139505","provider":"LIBRAIRIE COREENNE","version":"1.0","type":"link"}