FOUNDATION
WORKSHOP
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Management 3.0 Foundation Workshop Learning Experience © 2022
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Learning Experience Management 3.0 Foundation Workshop 2
CONTENT
Content 3
Introduction 4
Foundation Workshop 5
Learning Outcome 6
Agenda In-Person Workshop 7
Agenda Online Workshop 8
Summary 9
Management And Leadership 10
Principles 11
Complexity Thinking 12
Motivation And Engagement 13
Delegation And Empowerment 14
Values And Culture 15
Learning And Competencies 16
Scaling Organizational Structure 17
Change Management 18
Learning Experience Management 3.0 Foundation Workshop 3
INTRODUCTION
This document is prepared for licensed Management 3.0 facilitators, as
well as prospects and attendees of the Management 3.0 Foundation
Workshop.
The document informs about outlines and the expected outcome of a
standard Management workshop, the Foundation Workshop. As an
organization, Management 3.0 aims for attendees experiencing the same
learning outcome, the same modules, the same practices wherever in the
world they attend the workshop, no matter the facilitator. However,
licensed facilitators are allowed to customize the learning experience
within the guidelines described in this document.
Additionally, the document describes the recommended agenda, minimal
number of hours, and more relevant information.
For more information on the Management 3.0 Foundation Workshop,
please visit www.management30.com/foundation
– The Management 3.0 Team
Learning Experience Management 3.0 Foundation Workshop 4
FOUNDATION WORKSHOP
The Management 3.0 Foundation Workshop covers theoretical and
practical agile management, with a strong focus on tools that you
can use directly after attending the workshop. It was created for
software development but has been adopted by all sorts of agile
teams around the world.
The Foundation Workshop covers all six views of Management 3.0 and
therefore serves as the foundation for agile leadership skills and for any
further learning of Management 3.0.
The workshop concept is highly interactive and introduces attendees to
several tangible tools, the so-called Management 3.0 practices.
This workshop’s topics will be interesting for team leads, managers,
change managers, agile coaches, scrum masters, project managers, HR
experts, and directors who work in agile environments and want to
improve their leadership skills.
Mandatory modules covered in this workshop are:
● Management and Leadership
● Principles of Management 3.0
● Complexity Thinking
● Motivation and Engagement
● Delegation and Empowerment
● Values and Culture
● Learning and Competencies
● Scaling Organizational Structure
● Change Management
Attendees will receive a certificate, the Foundation Workshop Certificate
of Attendance. This certificate is a requirement for applying to become a
licensed Management 3.0 Facilitator.
Learning Experience Management 3.0 Foundation Workshop 5
LEARNING OUTCOMES
At the end of this workshop and your active participation in all sessions,
you will be able to:
● Describe the difference between Management 1.0 and
Management 3.0 leadership style and what it means to be an
Agile Leader
● Identify a better approach of how to deal with complexity and
uncertainty as a leader
● Actively influence the six important pillars of organizations
● Choose from a toolbox of employee engagement practices for
handling various situations with team members, colleagues and
your own manager more eloquently
● Increase employee motivation and team collaboration through
using Management 3.0 mindset and practices
● Identify your own areas of development for your leadership
Learning Experience Management 3.0 Foundation Workshop 6
AGENDA IN-PERSON WORKSHOP
If the Foundation Workshop is held in-person, the recommendation of
Management 3.0 is to have a 16-hour workshop over two days.
Day 1
● Welcome
● Management and Leadership
● Principles
● Complexity Thinking
● Motivation and Engagement
● Delegation and Empowerment
Day 2
● Culture and Values
● Learning and Competencies
● Scaling Organizational Structure
● Change Management
● Wrap-Up
Facilitators are free to change the agenda or extend the workshop with
25%, up to 20 hours, or add topics to the workshop as long as the agenda
is covered.
Learning Experience Management 3.0 Foundation Workshop 7
AGENDA ONLINE WORKSHOP
If the Foundation Workshop is held online, the recommendation of
Management 3.0 is to extend the workshop duration to a total of 17.5
hours, split up into five three-hour and a half sessions.
Session 1
● Welcome
● Management and Leadership
● Principles
Session 2
● Complexity Thinking
● Motivation and Engagement
Session 3
● Delegation and Empowerment
● Culture and Values
Session 4
● Learning and Competencies
● Scaling Organizational Structure
Session 5
● Change Management
● Wrap-Up and Reflection
Facilitators are free to change the agenda according to the needs of the
group or add topics to the workshop as long as the agenda is covered.
For example, An alternative would be to offer the workshop in four
sessions, 4 hours each, with a total of 16 hours.
The total duration of the workshop is a minimum of 16 and a maximum of
20 hours.
Learning Experience Management 3.0 Foundation Workshop 8
SUMMARY
Duration 16 - 20 hours
Maximum attendees 20
Materials Attendees will get a copy of all the modules discussed in the
workshop and outlined in this document.
Certificate for
attending all sessions
Badge for attending
all sessions
Views covered1 Energize People
Empower Teams
Align Constraints
Develop Competence
Grow Structure
Improve Everything
Modules covered2 Management and Leadership
Principles
Complexity Thinking
Motivation and Engagement
Delegation and Empowerment
Values and Culture
Learning and Competencies
Scaling Organizational Structure
Change Management
1
Facilitators need to at least cover the six views described in this learning experience document.
2
Facilitators need to at least cover the modules described in this learning experience document.
Learning Experience Management 3.0 Foundation Workshop 9
MANAGEMENT AND LEADERSHIP
What will you learn?
● Different management approaches ● Why management is important and
and what Management 3.0 is. always needed.
● Why we first need to change our own ● The whole organization is responsible
behavior before we expect other for management, not only managers.
people to change theirs. ● Behavior is the function of a person
● The definition of Management 1.0, and their environment.
examples, and in which context it ● The six views of Management 3.0 and
could work. the definition of every view.
● The definition of Management 2.0, ● Why it is important to manage the
examples, and why not to use it. system and not the people.
● The definition of Management 3.0,
examples, and the advantage of this
approach.
What will we discuss?
● Are there situations where Management 1.0 is the best approach?
● Does Management 3.0 only work in an agile organization? How does an agile way of
working connect with Management 3.0?
● What is the difference between managers and leaders? What is the difference between
management and leadership?
Learning Experience Management 3.0 Foundation Workshop 10
PRINCIPLES
What will you learn?
● How principles relate to practices. ● The Management 3.0 Principle:
● The Management 3.0 Principle: Helping to delight all clients.
Engaging people and their ● The Management 3.0 Principle:
interactions Managing the system, not the people.
● The Management 3.0 Principle: ● The Management 3.0 Principle:
Improving the system. Co-creating work
What will we discuss?
● What is harder, manage the system or manage the people, and why?
● Can you measure if principles are applied correctly? If so, how?
● If you agree on a set of principles in an organization and people don’t live up to those
principles, what do you do?
Learning Experience Management 3.0 Foundation Workshop 11
COMPLEXITY THINKING
What will you learn?
● Why it is important to understand ● How does VUCA relate to Complexity
Complexity Thinking in a Thinking?
Management 3.0 context. ● The eight guidelines to deal with
● What is reductionism and what are complexity and how to apply them in
common mistakes when applying your organization.
reductionism. ● Understand you can’t control or use
● What is a Complex Adaptive System, frameworks to manage complex
and examples of these. systems.
● A complexity model to understand the
differences states of a system, and
how organizations fit in this model.
What will we discuss?
● What can go wrong if you don’t realize an organization is a complex adaptive system?
● A complex adaptive system is always part of a bigger system. What are the boundaries
of your team?
● Can you manage or lead a complex adaptive system? What can the role of a manager
or leader in a complex system be?
Learning Experience Management 3.0 Foundation Workshop 12
MOTIVATION AND ENGAGEMENT
What will you learn?
● Why is it important to motivate people, ● The ten motivators of the
what is the need for motivation? CHAMPFROGS model: Curiosity,
● How does engagement relate to Honor, Acceptance, Mastery, Power,
motivation? What happens if people Freedom, Relatedness, Order, Goal
are engaged but not motivated and and Status.
vice versa? ● The weakness of a generic employee
● You can’t motivate people, but can engagement program in an
create a system where people can be organization.
motivated. ● How to use the Moving Motivators to
● The difference between intrinsic and learn about individual motivators of
extrinsic motivation and which one is people.
more important in a Management 3.0 ● How does “Manage the system, not
context. the people” relate to motivation?
● The concept CHAMPFROGS and the
models that influenced the model.
What will we discuss?
● When did you enjoy your work for the last time and more importantly why?
● Which companies have their motivators built into their system? What about your
organization?
● Is employee engagement about intrinsic or extrinsic motivation? If both, how do you find
the right balance?
Which practices will you experience or learn about?
Moving Motivators Kudo Cards
Moving Motivators can help you to learn How can Kudo cards support your
about what motivates people and teams. organization in giving feedback to each
Use this information, as manager or other?
leader, to create a system where they can
motivate themselves.
Learning Experience Management 3.0 Foundation Workshop 13
DELEGATION AND EMPOWERMENT
What will you learn?
● The origin of the verb “to manage” connected to the empowerment of
and how it relates to team teams?
management. ● Understand that accountability can’t
● Understand that people will behave as be delegated by managers and
they are treated, a self-fulfilling leaders, the accountability trap.
prophecy trap. ● A better approach to the concept of
● A complex system can be not superiors and subordinates, as also
managed from one central node and the fact managers and leaders can be
what is a better approach in a empowered by teams.
Management 3.0 context. ● Understanding delegation is not black
● How authority and ability are related and white, the seven levels of
to empowerment, what they mean delegation: Tell, Sell, Consult, Agree,
and the difference. Advice, Inquire, Delegate.
● What exactly is empowerment and ● How to set up a Delegation Board,
distributed control, and why is this using Delegation Poker practice.
important. ● Understand that delegation is an
● Difference between accountability and investment in the future and how not
responsibility. How are they to fall into the micromanagement trap.
What will we discuss?
● How high in an organization can the decision levels be used? Operational teams, middle
management, board level? Why, or why not?
● Can an organization temporarily move a key decision area back to level one or two?
● What should a manager or leader do when a team makes a clear mistake, with a big
impact, on a key decision area with level six or seven?
Which practices will you experience or learn about?
Delegation Poker
Use Delegation Poker to clarify who’s
responsible for what and to what level.
This is a method where you can
encourage employee engagement through
controlled self-organization and clarified
value and decision-making.
Learning Experience Management 3.0 Foundation Workshop 14
VALUES AND CULTURE
What will you learn?
● What the impact of a culture can be, ● What are culture books and how they
good or bad. relate to the espoused values of an
● The difference between the espoused organization.
and the enacted values in an ● The benefits of using storytelling to
organization. compare enacted values with the
● How values can benefit your espoused values.
organization. ● How values can help you to change
● How to define values and get different behavior in an organization, the do’s
behaviors and results. and don’ts.
What will we discuss?
● Who should define the values in an organization?
● Should team values connect to organizational values, and what if they conflict?
● What is the lifespan of values, can values change over time? If so, why would they
change?
Which practices will you experience or learn about?
Values Stories Culture Books
How can storytelling help you to discover What are culture books and how can they
the values of an organization, or compare support an organization in growing their
the espoused values with the enacted values?
values.
Learning Experience Management 3.0 Foundation Workshop 15
LEARNING AND COMPETENCIES
What will you learn?
● What is competence and how does it reducing distance, relevant
relate to teams? documentation, rituals, listen/pay
● Five building blocks for learning and attention, non-violent communication,
competencies: Individual and power questions.
Competence, Helping, ● What is needed to help each other to
Communication, Creative Tension, grow competencies including four
and Team Competency structure. practices to support helping each
● How to set up and use a Team other: peer learning, knowledge
Competency Matrix. hours, exploration days, and lead by
● What are five components of example.
individual competence development: ● How does diversity in a team,
lead by example, self-study, training including different roles, support
and certification, coaching, and learn learning in a team?
by doing.
● Team communication that supports a
team to develop competencies:
What will we discuss?
● How can you motivate people or teams to develop new skills?
● Should co-workers also contribute money or time to the development of their skills, or
compensate the organization when they leave, as they also benefit personally from new
skills?
● How do you measure competence development? How do you know if investments in
competence development are paying off?
Which practices will you experience or learn about?
Team Competency Matrix
How to identify expertise gaps both
individually and as a team to ensure that
everyone’s needs are met.
Exploration Days
How to explore new ideas by fostering
continuous learning and development
within your teams.
Learning Experience Management 3.0 Foundation Workshop 16
SCALING ORGANIZATIONAL STRUCTURE
What will you learn?
● The relationship between the value ● The advantages and disadvantages of
created by an organization and how centralization and decentralization in
the organization is organized. an organization.
● Why there is no perfect organizational ● Should an organization focus on
design, how and why you need to find exploitation or exploration.
the balance? ● Several organizational practices such
● Advantages and disadvantages of as double linking, big room planning,
organizations organized as hierarchy open allocation, and semi-stable
or network. teams.
● Why and when would you choose for ● How to use the Meddlers Game to
specialization or generalization of visualize and explore your
co-workers? organizational design.
● When to focus on efficiency or
effectiveness as an organization and
their pros and cons.
What will we discuss?
● Is a Management 3.0 mindset always connected to a network or hierarchy type of
organization?
● Can co-workers or teams be involved, and how much, in deciding on new organizational
structures?
● What is true agility in an organization, when is an organization really agile?
Which practices will you experience or learn about?
Meddlers Game
Facilitate discussions about organizational structure, visualize the organization, try out
practices without actually already moving people around. Grow your organization naturally.
Learning Experience Management 3.0 Foundation Workshop 17
CHANGE MANAGEMENT
What will you learn?
● What great change experiences have ● The difference of adaptive and
in common transformational organizations and
● Reasons why people resist change what role they play in change
and what to do against it initiatives
● Approach for how to communicate ● How to use the Celebration Grid to
why the change initiative is essential regularly look at all the actions taken
● How to play the Change Management ● The importance of experimenting for
Game and facilitate play session to the successful implementation of any
support change initiatives in your change initiative
organization ● PLUS: Lots of tangible questions for
● An introduction into the Management you and your change team
3.0 Change Approach including
strategies on picking up people for
your change initiative
What will we discuss?
● Do people fear change?
● What are the reasons people resist change?
● What if people can’t accept or deal with the changes anymore?
● How much change can organizations process?
Which practices will you experience or learn about?
Change Management Game Celebration Grid
What does it take to change the world? Whether we succeed or fail, what's
How can you change a complex social important is to learn from our experiments
system? It only takes 34 questions to find and celebrate learning.
the answers.
Learning Experience Management 3.0 Foundation Workshop 18
