Agile Transformation is founded on the Integral Agile Transformation Framework ™ (IATF), which utilizes the power of Integral thinking to help us gain a thoroughly fresh perspective on Agile Transformations. Integral is natively systemic, intentionally multi-leveled (individuals up to organizations), inherently subjectively oriented (heart-centered) and objectively oriented (data-driven), providing a left and right-brain integrated approach. The Integral view looks with compassion at the different and conflicting worldviews, offering us clarity and new ways of understanding each other and our own world. Most importantly, the IATF does not attempt to replace any other models or applications; rather, it gives them all a clear place within an understandable meta-framework, one that provides a sort of universal addressing system. Said another way, the IATF does not supersede the ‘applications’ (such as scaled frameworks or leadership or culture models), rather it provides a map or addressing system within which all these applications have a place, and a clear relationship to each other. The Integral Agile Transformation Framework™ reveals each application’s inherent strengths, limitations, and what other apps might support it. It is neutral in the sense that it’s not biased to one approach, but accommodates and maps all equally.

Preface xiiiAcknowledgments xvAbout the Authors xviiIntroduction: Why an Integral Perspective? 1The Integral Operating System 2How This Book Is Organized 4Questions Addressed by This Book 6Our Perspective (and Biases) 7Part I: Agile Transformation: An Integral Approach 9Chapter 1: The Holon: Fundamental Building Block of the Integral Framework 11Organizational Complexity 11Holons 13Holons and Agile Transformations 20Summary 23From Insight to Action 23Chapter Notes 24Chapter 2: The Quadrants: The Four Fundamental Perspectives 25Deconstructing the Four Perspectives 25Quadrants in Agile Transformations 36Summary 37From Insight to Action 37Chapter Notes 38Chapter 3: Integral Altitudes: The Evolution of Complexity 39Why Altitude Matters 40The Integral Concept of Altitude 41How Altitudes Show Up in Organizations 41Corroborating Research on Altitude 52Evolution Across Quadrants 56Summary 62From Insight to Action 63Chapter Notes 63Chapter 4: Lines of Development 65Developmental Lines 65From Insight to Action 68Summary of Part I 68Part II: Transformational Leadership: Upgrading the Leader's Operating System 71Chapter 5: Transformational Leadership 75The Context for Transformational Leadership 76The Business Case for Transformational Leadership 82The Essence of Transformational Leadership 84Summary 89From Insight to Action 89Chapter 6: The Developmental Landscape 91The Core of Development: Our Story 91Deconstructing the Levels 95Collective Leadership Development 102Summary 103From Insight to Action 103Chapter 7: The Developmental Path 105How Development Actually Happens 106The Shift from Reactive to Creative 117The Shift from Creative to Integral 119Using the Integral Disciplines to Foster Development 120Increasing Collective Effectiveness 122Summary 123From Insight to Action 123Part III: Organizational Transformation: Putting the Integral Compass to Work 125Chapter 8: The Integral Agile Transformation Framework: An Overview 127How Do We Use the Map? 128The IATF Quadrants 129Integrating the Quadrant Perspectives 138How Quadrants Look from Different Holons 142Summary 149From Insight to Action 149Chapter 9: The Integral Disciplines: Focusing the Transformation 151Integral Disciplines and Developmental Lines 151IATF Integral Disciplines 153Integral Disciplines Mapped to Developmental Lines 154Summary 177From Insight to Action 177Chapter Notes 178Chapter 10: Leading an Agile Transformation 179How to Get Started 179Transformational Leader Role and Competencies 180Activating the Integral Disciplines 204Summary 209In Conclusion 209References and Relevant Readings 211Index 215