�ݺ�ߣshows by User: mhamman

�ݺ�ߣshows by User: mhamman / http://www.slideshare.net/images/logo.gif �ݺ�ߣshows by User: mhamman / Thu, 21 Sep 2017 22:17:28 GMT �ݺ�ߣShare feed for �ݺ�ߣshows by User: mhamman Growing yourself as a transformational leader - with annotations sept 2017 /slideshow/growing-yourself-as-a-transformational-leader-with-annotations-sept-2017/80034221 growingyourselfasatransformationalleader-withannotationssept2017-170921221728
In all of my years helping leaders grow their capacity to lead and manage in an agile environment, I've come to the conclusion: in order to lead an agile transformation, leaders and managers will need to transform themselves. This no-nonsense talk presents some perspectives on the role and the path of the Transformational Agile Leader. First, we inquire into what we mean by “transformation” (it probably doesn’t mean what you think it means). Then, we delve into the nature of the mindset shift necessary of the Transformational Agile Leader. When effective in this leadership role, the Agile Leader operates across three horizons of leadership: Personal-Leadership, Relationship-Leadership and Organization-Leadership. A walk-through of each of these horizons will take us into a final discussion about what takes to fully occupy this role of the Agile Leader, and the nature of the the internal OS 'upgrade' this requires.]]>
In all of my years helping leaders grow their capacity to lead and manage in an agile environment, I've come to the conclusion: in order to lead an agile transformation, leaders and managers will need to transform themselves. This no-nonsense talk presents some perspectives on the role and the path of the Transformational Agile Leader. First, we inquire into what we mean by “transformation” (it probably doesn’t mean what you think it means). Then, we delve into the nature of the mindset shift necessary of the Transformational Agile Leader. When effective in this leadership role, the Agile Leader operates across three horizons of leadership: Personal-Leadership, Relationship-Leadership and Organization-Leadership. A walk-through of each of these horizons will take us into a final discussion about what takes to fully occupy this role of the Agile Leader, and the nature of the the internal OS 'upgrade' this requires.]]> Thu, 21 Sep 2017 22:17:28 GMT /slideshow/growing-yourself-as-a-transformational-leader-with-annotations-sept-2017/80034221 mhamman@slideshare.net(mhamman) Growing yourself as a transformational leader - with annotations sept 2017 mhamman In all of my years helping leaders grow their capacity to lead and manage in an agile environment, I've come to the conclusion: in order to lead an agile transformation, leaders and managers will need to transform themselves. This no-nonsense talk presents some perspectives on the role and the path of the Transformational Agile Leader. First, we inquire into what we mean by “transformation” (it probably doesn’t mean what you think it means). Then, we delve into the nature of the mindset shift necessary of the Transformational Agile Leader. When effective in this leadership role, the Agile Leader operates across three horizons of leadership: Personal-Leadership, Relationship-Leadership and Organization-Leadership. A walk-through of each of these horizons will take us into a final discussion about what takes to fully occupy this role of the Agile Leader, and the nature of the the internal OS 'upgrade' this requires. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/growingyourselfasatransformationalleader-withannotationssept2017-170921221728-thumbnail.jpg?width=120&height=120&fit=bounds" /> In all of my years helping leaders grow their capacity to lead and manage in an agile environment, I've come to the conclusion: in order to lead an agile transformation, leaders and managers will need to transform themselves. This no-nonsense talk presents some perspectives on the role and the path of the Transformational Agile Leader. First, we inquire into what we mean by “transformation” (it probably doesn’t mean what you think it means). Then, we delve into the nature of the mindset shift necessary of the Transformational Agile Leader. When effective in this leadership role, the Agile Leader operates across three horizons of leadership: Personal-Leadership, Relationship-Leadership and Organization-Leadership. A walk-through of each of these horizons will take us into a final discussion about what takes to fully occupy this role of the Agile Leader, and the nature of the the internal OS 'upgrade' this requires.

Growing yourself as a transformational leader - with annotations sept 2017 from Michael Hamman

]]> 333 4 https://cdn.slidesharecdn.com/ss_thumbnails/growingyourselfasatransformationalleader-withannotationssept2017-170921221728-thumbnail.jpg?width=120&height=120&fit=bounds presentation Black http://activitystrea.ms/schema/1.0/post

http://activitystrea.ms/schema/1.0/posted

0 Total Value Framework: An Integral, Holistic Approach to Organizational Capability /slideshow/total-value-frameworkrevised/25066690 totalvalueframeworkrevised-130808120854-phpapp02
This white paper describes an integral approach to thinking about holistic organizational change that Bud Phillips and I worked on for some years. It draws on our own work in organizational transformation, both individually and together (at Capital One), while also integrating the work of Ken Wilber, Robert Kegan, Otto Laske, Chris Argyris and Clayton Christiansen. This paper is based on notes created during preparation for a mini-workshop given at Agile2009 and for a 1-day workshop, hosted by the Boston Agile Bazaar, February 2010.]]>
This white paper describes an integral approach to thinking about holistic organizational change that Bud Phillips and I worked on for some years. It draws on our own work in organizational transformation, both individually and together (at Capital One), while also integrating the work of Ken Wilber, Robert Kegan, Otto Laske, Chris Argyris and Clayton Christiansen. This paper is based on notes created during preparation for a mini-workshop given at Agile2009 and for a 1-day workshop, hosted by the Boston Agile Bazaar, February 2010.]]> Thu, 08 Aug 2013 12:08:54 GMT /slideshow/total-value-frameworkrevised/25066690 mhamman@slideshare.net(mhamman) Total Value Framework: An Integral, Holistic Approach to Organizational Capability mhamman This white paper describes an integral approach to thinking about holistic organizational change that Bud Phillips and I worked on for some years. It draws on our own work in organizational transformation, both individually and together (at Capital One), while also integrating the work of Ken Wilber, Robert Kegan, Otto Laske, Chris Argyris and Clayton Christiansen. This paper is based on notes created during preparation for a mini-workshop given at Agile2009 and for a 1-day workshop, hosted by the Boston Agile Bazaar, February 2010. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/totalvalueframeworkrevised-130808120854-phpapp02-thumbnail.jpg?width=120&height=120&fit=bounds" /> This white paper describes an integral approach to thinking about holistic organizational change that Bud Phillips and I worked on for some years. It draws on our own work in organizational transformation, both individually and together (at Capital One), while also integrating the work of Ken Wilber, Robert Kegan, Otto Laske, Chris Argyris and Clayton Christiansen. This paper is based on notes created during preparation for a mini-workshop given at Agile2009 and for a 1-day workshop, hosted by the Boston Agile Bazaar, February 2010.

Total Value Framework: An Integral, Holistic Approach to Organizational Capability from Michael Hamman

]]> 1153 2 https://cdn.slidesharecdn.com/ss_thumbnails/totalvalueframeworkrevised-130808120854-phpapp02-thumbnail.jpg?width=120&height=120&fit=bounds document White http://activitystrea.ms/schema/1.0/post

http://activitystrea.ms/schema/1.0/posted

0 Organizational Agility: The Hidden Goal (And Often Missed Opportunity) of Agile Transformation /slideshow/agile2012-organizationalagilityfinalpptx/25065688 agile2012organizationalagilityfinalpptx-130808113636-phpapp02
Leaders and managers need to think beyond the team and facilitate the emergence of a broader capacity for organizational agility. Such a capacity cannot be managed or regulated into existence; such a capacity can only really be catalyzed. This presentation deck (revised from a presentation given at Agile2012) makes the case for a broader notion of organizational agility, and describes what it's like to manage and lead in ways that catalyze its emergence.]]>
Leaders and managers need to think beyond the team and facilitate the emergence of a broader capacity for organizational agility. Such a capacity cannot be managed or regulated into existence; such a capacity can only really be catalyzed. This presentation deck (revised from a presentation given at Agile2012) makes the case for a broader notion of organizational agility, and describes what it's like to manage and lead in ways that catalyze its emergence.]]> Thu, 08 Aug 2013 11:36:36 GMT /slideshow/agile2012-organizationalagilityfinalpptx/25065688 mhamman@slideshare.net(mhamman) Organizational Agility: The Hidden Goal (And Often Missed Opportunity) of Agile Transformation mhamman Leaders and managers need to think beyond the team and facilitate the emergence of a broader capacity for organizational agility. Such a capacity cannot be managed or regulated into existence; such a capacity can only really be catalyzed. This presentation deck (revised from a presentation given at Agile2012) makes the case for a broader notion of organizational agility, and describes what it's like to manage and lead in ways that catalyze its emergence. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/agile2012organizationalagilityfinalpptx-130808113636-phpapp02-thumbnail.jpg?width=120&height=120&fit=bounds" /> Leaders and managers need to think beyond the team and facilitate the emergence of a broader capacity for organizational agility. Such a capacity cannot be managed or regulated into existence; such a capacity can only really be catalyzed. This presentation deck (revised from a presentation given at Agile2012) makes the case for a broader notion of organizational agility, and describes what it's like to manage and lead in ways that catalyze its emergence.

Organizational Agility: The Hidden Goal (And Often Missed Opportunity) of Agile Transformation from Michael Hamman

]]> 736 2 https://cdn.slidesharecdn.com/ss_thumbnails/agile2012organizationalagilityfinalpptx-130808113636-phpapp02-thumbnail.jpg?width=120&height=120&fit=bounds document Black http://activitystrea.ms/schema/1.0/post

http://activitystrea.ms/schema/1.0/posted

0 Leading and Managing Through the Design of Environments /slideshow/bv-webinar-feb2013slidespptx/25065582 bvwebinar-feb2013slidespptx-130808113344-phpapp01
These slides are from a webinar which George Schlitz and I conducted in February 2013. In this presentation, we talked about 'environment design' as a management practice for catalyzing the capacity for organizational agility. Environment design constitutes a set of very practical management practices which reflect, nevertheless, a recognition of that social systems (i.e. organizations and companies) are inherently complex and therefore call for an entirely new paradigm for management. ]]>
These slides are from a webinar which George Schlitz and I conducted in February 2013. In this presentation, we talked about 'environment design' as a management practice for catalyzing the capacity for organizational agility. Environment design constitutes a set of very practical management practices which reflect, nevertheless, a recognition of that social systems (i.e. organizations and companies) are inherently complex and therefore call for an entirely new paradigm for management. ]]> Thu, 08 Aug 2013 11:33:44 GMT /slideshow/bv-webinar-feb2013slidespptx/25065582 mhamman@slideshare.net(mhamman) Leading and Managing Through the Design of Environments mhamman These slides are from a webinar which George Schlitz and I conducted in February 2013. In this presentation, we talked about 'environment design' as a management practice for catalyzing the capacity for organizational agility. Environment design constitutes a set of very practical management practices which reflect, nevertheless, a recognition of that social systems (i.e. organizations and companies) are inherently complex and therefore call for an entirely new paradigm for management. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/bvwebinar-feb2013slidespptx-130808113344-phpapp01-thumbnail.jpg?width=120&height=120&fit=bounds" /> These slides are from a webinar which George Schlitz and I conducted in February 2013. In this presentation, we talked about 'environment design' as a management practice for catalyzing the capacity for organizational agility. Environment design constitutes a set of very practical management practices which reflect, nevertheless, a recognition of that social systems (i.e. organizations and companies) are inherently complex and therefore call for an entirely new paradigm for management.

Leading and Managing Through the Design of Environments from Michael Hamman

]]> 1151 3 https://cdn.slidesharecdn.com/ss_thumbnails/bvwebinar-feb2013slidespptx-130808113344-phpapp01-thumbnail.jpg?width=120&height=120&fit=bounds presentation Black http://activitystrea.ms/schema/1.0/post

http://activitystrea.ms/schema/1.0/posted

0 An Emergent Approach to Transitioning Toward Agile Organization /slideshow/michaelHammanagile2008changeTalkhandoutwithAdditionswithoutTransitionSection/938090 michaelHammanagile2008changeTalkhandoutwithAdditionswithoutTransitionSection-12325562587-phpapp02
To provide some models and perspectives to help leaders and managers bring about effective and adaptive transition to organizational and software agility]]>
To provide some models and perspectives to help leaders and managers bring about effective and adaptive transition to organizational and software agility]]> Wed, 21 Jan 2009 10:55:33 GMT /slideshow/michaelHammanagile2008changeTalkhandoutwithAdditionswithoutTransitionSection/938090 mhamman@slideshare.net(mhamman) An Emergent Approach to Transitioning Toward Agile Organization mhamman To provide some models and perspectives to help leaders and managers bring about effective and adaptive transition to organizational and software agility <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/michaelHammanagile2008changeTalkhandoutwithAdditionswithoutTransitionSection-12325562587-phpapp02-thumbnail.jpg?width=120&height=120&fit=bounds" /> To provide some models and perspectives to help leaders and managers bring about effective and adaptive transition to organizational and software agility

An Emergent Approach to Transitioning Toward Agile Organization from Michael Hamman

]]> 529 6 https://cdn.slidesharecdn.com/ss_thumbnails/michaelHammanagile2008changeTalkhandoutwithAdditionswithoutTransitionSection-12325562587-phpapp02-thumbnail.jpg?width=120&height=120&fit=bounds presentation Black http://activitystrea.ms/schema/1.0/post

http://activitystrea.ms/schema/1.0/posted

0 https://cdn.slidesharecdn.com/profile-photo-mhamman-48x48.jpg?cb=1713615941 I am dedicated to the possibility that the workplace be a site for personal, organizational, and social transformation. Through the synthesis of agile methodologies, adaptive design and the application of adult human development frameworks, I help companies create conditions for the emergence of systemic agility across all aspects of organizational performance. My education and experience in organizational systems, human development, professional coaching, software development and music composition informs a holistic and multi-modal approach to organizational coaching and consulting. www.michaelhamman.com https://cdn.slidesharecdn.com/ss_thumbnails/growingyourselfasatransformationalleader-withannotationssept2017-170921221728-thumbnail.jpg?width=320&height=320&fit=bounds slideshow/growing-yourself-as-a-transformational-leader-with-annotations-sept-2017/80034221 Growing yourself as a ... https://cdn.slidesharecdn.com/ss_thumbnails/totalvalueframeworkrevised-130808120854-phpapp02-thumbnail.jpg?width=320&height=320&fit=bounds slideshow/total-value-frameworkrevised/25066690 Total Value Framework:... https://cdn.slidesharecdn.com/ss_thumbnails/agile2012organizationalagilityfinalpptx-130808113636-phpapp02-thumbnail.jpg?width=320&height=320&fit=bounds slideshow/agile2012-organizationalagilityfinalpptx/25065688 Organizational Agility...