1. Agile
Consor,um
Conference
Brussels.
23.02.2017
@NielsPflaeging
@complexitools
How
to
(re)vitalize
work
and
make
en3re
organiza3ons
fit
for
a
complex
world.
Faster
than
you
think

8. Top
BoBom

12. Crea,vity
Idea
Innova,on

13. ?
?

14. Data
Informa,on
Knowledge

15. Data
Informa,on
Knowledge
Mastery

16. Data
Informa,on
Knowledge
Mastery
“make
sense”
“make
knowledge”
prac,ce
study

17. Tools
Complexitools

18. Process
Project

19. Top
BoBom

20. Rela3onship
Individual

21. Outside
Inside

22. Informal
Structure
Power:
Influence
Value
Crea3on
Structure
Power:
Reputa,on
Formal
Structure
Power:
Hierarchy

24. Culture

25. Theory
X
Theory
Y

26. Theory
X
ALtude
Leadership
Responsibility
Crea3vity
Mo3va3on
People dislike work,
find it boring,
and will avoid it if they can
People must be forced or bribed
to make the right effort
People would rather be directed than
accept responsibility (which they avoid)
People are motivated mainly by money
and fears about their job security
Most people have little creativity - except when it
comes to getting around rules

27. Theory
X
Theory
Y
ALtude
Leadership
Responsibility
Crea3vity
Mo3va3on
People need to work and want
to take an interest in it.
Under right conditions, they enjoy it
People dislike work,
find it boring,
and will avoid it if they can
People will direct themselves
towards a target that they accept
People will under the right conditions seek
and accept responsibility,
Under the right conditions, people are motivated
by the desire to fulfill their own potential
Creativity and ingenuity are widely distributed
and grossly underused
People must be forced or bribed
to make the right effort
People would rather be directed than
accept responsibility (which they avoid)
People are motivated mainly by money
and fears about their job security
Most people have little creativity - except when it
comes to getting around rules

31. Industry
Retail
Services
Governmental/
NGOs
It
is
possible

32.
Law
Beta
Alpha
§1
Freedom
to
act
Connectedness
not
Dependency
§2
Responsibility
Cells
not
Departments
§3
Governance
Leadership
not
Management
§4
Performance
climate
Result
culture
not
Duty
fulfillment
§5
Success
Fit
not
Maximiza,on
§6
Transparency
Intelligence
flow
not
Power
accumula,on
§7
Orienta3on
Rela,ve
Targets
not
Top-­‐down
prescrip,on
§8
Recogni3on
Sharing
not
Incen,ves
§9
Mental
presence
Preparedness
not
Planning
§10
Decision-­‐making
Consequence
not
Bureaucracy
§11
Resource
usage
Purpose-­‐driven
not
Status-­‐oriented
§12
Coordina3on
Market
dynamics
not
Commands

33. Knowledge
Age
Systemisch,
lebendig
Systemic,
alive
integrated,
team-­‐based
Work
the
work
Outside-­‐in,
led
With-­‐each-­‐other-­‐for-­‐each-­‐other
Decentralized,
complexity-­‐robust
Industrial
Age
Mechanis,c,
dead
Divided,
individualizing
Work
the
people
Top-­‐down,
managed,
steering
In
parallel,
in
line
Centralized,
efficiency-­‐oriented

35. Agile
Consor,um
Conference
Brussels.
23.02.2017
@NielsPflaeging
@complexitools
How
to
(re)vitalize
work
and
make
en3re
organiza3ons
fit
for
a
complex
world.
Faster
than
you
think