• Leading and Managing for the Emergence of Organizational Agile Capability

    This white paper points to the critical role that management and leadership play in managing for the emergence of broad organizational agile capability. Building on rich traditions of practice in organization development, organizational design, and leadership development--on which the work of a growing number of agile practitioners are deeply rooted--this paper outlines some foundational practices for building a broader organizational agility.

  • Leading Through Environment Design

    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.

  • Organizational Agility: The Hidden Goal (And Often Missed Opportunity) of Agile Transformation

    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.

  • Total Value Framework: An Integral Approach to Organizational Change

    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.

The following are a selection of research papers I wrote while a PhD student in Human and Organization Development at Fielding Graduate Institute. While academic in tone, these papers form an important backdrop for deep organizational engagement, especially for managers, leaders and others who want to go deep on matters related to leadership and organizational change.
  • Toward an Ecology of Human Development

    This research paper summarizes research I had been doing at Fielding Graduate Institute in the application of developmental models for leadership development to organizational and leadership agility. The paper expresses an important research foundation to the work I now do with leaders and companies.

    Why Read This Paper?: This paper provides in-depth discussion of the cutting edge leadership development frames and how they make sense within the context of developing the capacity for agile leadership --increasingly acknowledged as THE killer app of organizational agility.

  • Organizational Agility, Structuration Theory and Social Practices

    While the above research paper focuses on the leadership side of agility, this paper focuses on the social and cultural side. This paper reflects on the application of two important social theory ideas--structuration and social practices--to the practice of organizational transformation, especially in relation to the building of native, organic organizational agility .

    Why Read This Paper?: It will help thoughtful managers, leaders and coaches think more deeply about the social context of agility, and will steer them toward deep social theories that are especially relevant to their work in building greater and more sustainable agile capability across the organization.

  • Toward an Aesthetics of Organization

    This paper goes in-depth into the aesthetic dimension of organizational endeavor. It makes the case that much of what happens in organizations happens in a domain of human experience that cannot be easily understood rationally. Human beings are profoundly affective creatures. But, while this affective dimension of human experience is probably the most prevalent aspect of organizational life, it is a dimension that receives the least explicit, and organized attention. This paper was a first attempt in a longer research project that is, alas, as yet incomplete.

    Why Read This Paper?: It will help thoughtful managers, leaders and coaches attune themselves to the affective dimension of organizational life, and begin to understand the importance of this dimension to creating organizational environments that inspire and move people.

The following are a selection of research papers I published, years ago, on topics related to music composition, sound computation and human/computer interaction.