Part I - The Transformation Leader''s Operating System Preface Introduction -- The Integral Approach to Transformation The Integral Operating System How This Book Can Change Your Perspective How This Book is Organized Part I - The Integral Agile Transformation Framework(tm) (IATF) Part II -- Transformational Leadership: Integrating the Heart, Mind & Will Organization of Part I Questions our Book Attempts to Address Our Perspective (and biases) Chap 1. The Holon: Fundamental Building Block of the Framework Organizational Complexity Holons Four Patterns of Holons Agency Communion Dissolution Transcendence Using Holon Patterns & Principles in Agile Transformations Holon Principles for Transformation Summary Chap 2. The Quadrants: The Four Fundamental Perspectives Deconstructing the Four Perspectives How Each Quadrant Operates How to Be Integral Arguments between Quadrants Applying Integral Quadrants in Agile Transformations Typical Agile Approaches Mapped to the Quadrants I Quadrant IT Quadrant WE Quadrant ITS Quadrant Using Integral Thinking in Transformations Assessment Envisioning / Design Organizational Impediments Summary Chap 3. Integral Altitudes: The Evolution of Complexity Altitudes and Transformation The Integral Concept of Altitude How the Altitudes Show Up in Organizations What You Need to Know about Stage Development Models Conformist-Amber Altitude Achievement-Orange Altitude Pluralistic-Green Altitude Evolutionary-Teal Altitude Corroborating Research on Altitude Clare Graves'' Research Spiral Dynamics - Continuing Graves'' Work Evolution in Four Quadrants Generic Altitudes Across the Quadrants Chap 4. The Integral Agile Transformation Framework: Installing Your Transformation Operating System How Do We Use the Map? The Integral Agile Quadrants Leadership & Mindset Practices & Behavior Organizational Architecture Organizational Culture & Relationships Integrating the Quadrant Perspectives Development in the Quadrants Development within Leadership & Mindset Orders of Consciousness Orders of Mind and Subject/Object Implications Development within Practices & Behaviors Product Development Adaptability Relating Skills Technical Craftsmanship Competency Development within Organizational Architecture Structural Adaptability Flow-Ability Development within Organizational Culture & Relationships Cultural Complexity Systemic Consciousness How Quadrants Look from Different Holons Leadership & Mindset Organization Level Holon Program Level Holon Team Level Holon Practices & Behavior Organization Level Holon Program Level Holon Team Level Holon Organizational Architecture Organization Level Holon Program Level Holon Team Level Holon Organizational Culture & Relationships Organization Level Holon Program Level Holon Team Level Holon Agile Transformation Case Example - "SongRight" How We Will Use the Case Basic Information Market Context Business Context Acquisition Background Key Players Exercise Questions on SongRight & The Framework PART I SUMMARY -- WHAT NOW? Part II - Transformational Leadership: Upgrading the Leader''s Operating System Chap 5. Transformational Leadership The Leadership Operating System (LOS) Leadership Effectiveness & Business Performance Leadership Quotient (LQ) Transformational Leadership Conscious Leadership Integral Leadership Boundary Spanning Leadership Conscious Change Leadership How Leaders Hold the Transformational Container What Does it Mean to Lead Change? The Business Case for the Transformational Leader Leader-first Transformation The Enterprise Agile Coach as Transformational Leader Chap 6. The Developmental Landscape Individual Leadership Development Description of Reactive/Creative/Integral Levels Systemic Leadership Development Chap 7. The Upgrade Path How Development Happens The Subject/Object Switch in Action The Role of the Enterprise Agile Coach in Developing Leaders The Use of the Integral Disciplines Chap 8.
What to Do Tomorrow Case Study Redux The Architecture of Organizational Transformation The Change Team Integral Agility Envisioning and Leading an Agile Transformation Transformation Readiness Developing Yourself Developing Others Conclusion.