Preface; Acknowledgments; Endorsements; Contents; 1: Todayś Problems with Enterprise Business Software; Test Drive Your Knowledge; 1.1 The New, New Thing; 1.2 Cheap Green Shirts; 1.3 Help! Weŕe Terrible!; 1.4 Aristotle, Descartes and Disconnection to Business Value; 1.5 The Mechanical Business World; 1.5.1 The Question of Business Value; 1.6 Scalability and Sustainability; 1.6.1 The Story of Sticky LaGrange; 1.7 Yes, But What About the Illth?; 1.7.1 Agile Illth; 1.8 Our Software Industry Problems Can Be Overcome; Test Drive Your Knowledge Again; Reference

2: The Scholars of Systems ThinkingTest Drive Your Knowledge; 2.1 Hard and Soft Systems Thinking; 2.1.1 Dont́ Worry: This Will Not Be a Complete History of Systems Thinking; 2.2 Systems Thinking Forms the Basis; Test Drive Your Knowledge Again; 3: Worldview and Intentions; Test Drive Your Knowledge; 3.1 Borrowing from the Buddha; 3.1.1 Right View; The Agile Manifesto; 3.1.2 Right Intention; 3.1.3 Right Speech; 3.1.4 Right Action; 3.2 Right View + Right Intention + Right Speech + Right Action; 3.2.1 A Worldview That Is Compatible with Success; Test Drive Your Knowledge Again; Reference

4: Seven Principles of Systems Thinking for Software DevelopmentTest Drive Your Knowledge; 4.1 So Many Principles!; 4.1.1 Systems Thinking Principle 1: Trust=Speed; 4.1.2 Systems Thinking Principle 2: Avoid Best Practices; 4.1.3 Systems Thinking Principle 3: Beware the Immense Power of Analogies; 4.1.4 Systems Thinking Principle 4: Blame the System, Not the Person; 4.1.5 Systems Thinking Principle 5: Treat People Like People, Not Like Machines; 4.1.6 Systems Thinking Principle 6: Acknowledge Your Boundaries; 4.1.7 Systems Thinking Principle 7: Relation-ness Matters More Than Thing-ness

4.2 Principles for Your WorldviewTest Drive Your Knowledge Again; References; 5: Redefining Professionalism; Test Drive Your Knowledge; 5.1 Understanding What It Means to Be a Professional; 5.1.1 What Defined the Professionalism of the Past?; 5.1.2 Mechanical Professionalism; 5.2 The New Professionalism; 5.3 The Principles of the New Professionalism; 5.3.1 New Professionalism Principle 1: Speak Up!; 5.3.1.1 The Stanford Prison Experiment; 5.3.1.2 Just ``Go Along;́́ 5.3.1.3 You Know What? Iĺl Just Become a Monk!; 5.3.1.4 Building Trust

5.3.2 New Professionalism Principle 2: Solving Communication Problems with Via Negativa5.3.2.1 Via Negativa!; 5.3.2.2 A Different Way to Solve Communication Problems; 5.3.2.3 Addition Often Has More Bad Side-Effects; 5.3.2.4 Via Negativa for Retrospective Follow-Up Items; 5.3.3 New Professionalism Principle 3: Be an Advocate for Weak or Absent Voices; 5.3.3.1 General Motors Calculates Loss of Their Customers ́Lives; 5.3.3.2 Sony Builds a Back Door for Itselfand Hackers; 5.3.3.3 Sorry, But Hereś One More Story About Weak Voices; 5.3.3.4 Weak and Powerful Stakeholders