Essentials
Essentials
One by One
Reteaming occurs when team dynamics shift due to the addition or departure of members, impacting perspectives and ideas over time.
Grow and Split
A team grows too large and splits into smaller teams to maintain efficiency and carry on legacy and culture.
Isolation
A smaller team is isolated from an existing team to focus on a specific task or project, often for specialized attention on critical work.
Merge
Merge involves combining two or more teams into a single unit to enhance collaboration and resource pooling, while requiring careful integration of team cultures.
Switch
Switching team members between different teams fosters knowledge sharing and skill development but may disrupt continuity if not managed properly.
Formal Structure
The Formal Structure outlines the official design of the organization, detailing roles, rules, governance, and accountability systems to ensure clarity and stability.
Value-Creation Structure
The Value-Creation Structure outlines how teams, processes, and resources interact to create value for customers through continuous adaptation and feedback.
Informal Structure
The Informal Structure examines social networks in organizations, highlighting communication patterns, trust, and collaboration beyond formal reporting lines.
Dynamic Reteaming Patterns
Summary of five key dynamic reteaming patterns that help teams adapt to change in fast-moving organizations.
Dynamic Work Design Patterns provide strategies for organizations to effectively switch between efficient and flexible work approaches based on current needs.
Flight Route Patterns reveal how work moves through an organization, helping leaders improve flow, collaboration, and adaptability.
Network Patterns
Network patterns are visual archetypes that help teams understand relationships and information flow within a system using the Net‑Map Toolbox for mapping and intervention.
Paradigms
Paradigms are deep frameworks that shape perception and problem-solving, influencing both understanding and limitations in perspective.
Practices
Practices are adaptable, experience-based approaches that help solve recurring problems in work systems and promote effective organizational methods.
Principles
Principles are foundational rules that guide decision-making in organizations, helping to adapt solutions to unique challenges.
Patterns
Patterns offer standardized solutions for common challenges in work systems design, enhancing workflow management and resource allocation.
It’s All About You
Overview of a hub and spoke network structure, commonly used in organizations and transportation.
Lonesome Twosomes
Lonesome Twosomes describes disconnected pairs of nodes that are connected to each other but isolated from other pairs, representing isolated dyads within a larger network.
Celebrating Diversity
Celebrating diversity through a heterogeneous network that values varied interactions and different node types or connection strengths.
The Boss Is the Boss
The Boss Is the Boss discusses strict hierarchical structures commonly found in traditional organizations and military command chains.
Birds of a Feather
Homogeneous coalitions are groups of nodes that are densely connected internally with few connections to other groups, typical in networks with factions or cliques.
Get Past the Dragon
Get Past the Dragon discusses the concept of a Gate-Keeper as a node controlling access and filtering information in a network.
Everyone for Themselves
Disconnected individuals represent isolated entities with no communication or interaction.
The Inner Circle
The Inner Circle describes a core-periphery network where a central group is densely connected, while peripheral nodes connect only to the core.
Bridge to Outside Worlds
Boundary spanners are individuals in a network who connect different departments or communities within organizations.
Everybody Holding Hands
"Everybody Holding Hands" describes a cohesive clique as a fully connected network where every node is linked to every other node, representing tight-knit groups with strong relationships.
Do it right - Quality
Quality measures in delivery include escaped defects, customer satisfaction, production rollbacks, and unplanned downtime, balancing too little and too much quality focus.
Do it fast - Speed
Focus on delivering changes quickly while balancing quality and prioritizing valuable features, with metrics like Time in State, Cycle Time, and Lead Time to measure efficiency.
Do Lots - Quantity
Measure the flow of raw work product to balance demand and supply while maintaining quality and focusing on valuable features through metrics like throughput and velocity.
Keep doing it - Resilience
Resilience in development and delivery systems is assessed through a "happiness" metric, indicating potential performance declines when teams overly focus on other metrics.
Do the right stuff - Value
Value assessment measures customer satisfaction and alignment to strategy while balancing immediate tasks and long-term goals to avoid technical debt.
Do it predictably - Consistency
Consistency in delivery pace is crucial to avoid periods of low customer value and ensure process improvement without risk.
Three parallel organizational structures—Value-Creation, Informal, and Formal—interact to shape how enterprises function and evolve.
Work System Types provide a framework for understanding value-creating constellations in organizations to enhance design and coordination.
Six Dimensions of Performance emphasizes balancing competing forces in organizations to enhance effectiveness and sustainability without over-relying on single metrics.
The 5 Core Activities of System Design from the Flight Levels model enhance business agility by aligning strategy, coordination, and operational execution across all organizational levels.
Sounding Reactions is a structured feedback method using visual cards for quick and inclusive feedback collection during presentations and review sessions.
Factory Mode
Factory Mode optimizes well-defined, routine work through specialization and standardized processes for maximum efficiency while allowing for adaptability to creative tasks when necessary.
Studio Mode
Studio Mode is an organizational state for ambiguous, uncertain work that emphasizes synchronous communication, intensive collaboration, and creative problem-solving.
Fast Oscillation
Fast Oscillation is a Dynamic Work Design pattern that enables organizations to quickly switch between Factory Mode for efficiency and Studio Mode for collaboration to solve problems effectively.
Ineffective Iterations
Ineffective Iterations occur when ambiguous work is organized serially through asynchronous communication, leading to slow feedback loops, and can be resolved by shifting to direct collaboration in Studio Mode.
Wasted Attention
Wasted Attention is an anti-pattern caused by excessive collaboration and meetings that hinders productivity in well-defined work, necessitating a shift back to efficient Factory Mode.
Axis of Frustration
The Axis of Frustration describes the destructive cycle organizations fall into when they fail to switch intelligently between Factory Mode and Studio Mode, leading to ineffective iteration and wasted attention.
Define and measure progress by setting clear metrics and goals to assess performance and identify areas for improvement.
Focus involves limiting the number of simultaneous initiatives to enhance efficiency and quality in organizations.
Agile interactions enhance communication and coordination among teams in complex organizations to align efforts with goals and adapt quickly to changes.
Continuous improvement in business agility involves planning and implementing changes based on insights gained, ensuring organizations actively pursue enhancements within their workflows.
Visualization of work processes enhances understanding and transparency in knowledge-based tasks by making invisible work visible through boards that track progress and dependencies.
Enabling Functions
Enabling Functions provide essential internal services and governance to enhance an organization's delivery capability and operational effectiveness.
Customer‑Facing Products and Services
Customer-Facing Products and Services deliver value directly to paying customers, integrating internal functions and external channels to shape reputation and drive revenue.
Supporting Products and Services
Supporting Products and Services provide internal products or services that enable and stabilize customer-facing systems through shared platforms and reusable components.
Pop‑up Systems
Pop-Up Systems are temporary, goal-oriented teams formed to address specific challenges and dissolve after achieving their objectives.
I am puzzled by …
Reaction card for expressing confusion or concern constructively.
I observe …
The "I observe" reaction card helps highlight patterns, anomalies, or noteworthy elements that catch attention during observations.
I notice …
The "I notice" reaction card facilitates pure observation of sensory input without interpretation or evaluation.
I wonder …
The "I wonder" reaction card encourages exploration and curiosity by expressing questions during presentations to expand conversations and perspectives.
This could be helpful
Reaction card for offering constructive suggestions to improve drafts.
Pattern 2 – Strategic Initiative
Strategic Initiative pattern outlines the flow of work from strategy to delivery, emphasizing alignment while cautioning against command-and-control risks without feedback loops.
Pattern 1 – Local Coordination
Local Coordination involves autonomous decision-making by local teams within delivery systems, promoting fast actions but risking strategic drift if overused.
Pattern 4 – Bottom-Up Initiative
Bottom-Up Initiative involves elevating ideas from teams for validation and support while balancing the need for local action to maintain efficiency.
Pattern 5 – Cross-Level Learning
Cross-Level Learning involves fluid interaction between multiple levels in complex systems, emphasizing learning across boundaries and requiring intentional communication and shared purpose.
Pattern 3 – Team-Only Route
Team-Only Route allows teams to independently manage localized work, enhancing efficiency but risking siloed learning and misalignment with broader goals.
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Done
Patterns offer standardized solutions for common challenges in work systems design, enhancing workflow management and resource allocation.
en-us
Done
Switching team members between different teams fosters knowledge sharing and skill development but may disrupt continuity if not managed properly.
en-us
Done
Merge involves combining two or more teams into a single unit to enhance collaboration and resource pooling, while requiring careful integration of team cultures.
en-us
Done
Reteaming occurs when team dynamics shift due to the addition or departure of members, impacting perspectives and ideas over time.
en-us
Done
A team grows too large and splits into smaller teams to maintain efficiency and carry on legacy and culture.
en-us
Done
A smaller team is isolated from an existing team to focus on a specific task or project, often for specialized attention on critical work.
en-us
Done
Summary of five key dynamic reteaming patterns that help teams adapt to change in fast-moving organizations.
en-us
Done
Essentials provide practical models for designing effective work systems, synthesized from various sources and mentors.
en-us
Done
Lonesome TwosomesCelebrating DiversityThe Boss Is the BossBirds of a FeatherGet Past the DragonEveryone for ThemselvesThe Inner CircleBridge to Outside WorldsEverybody Holding HandsIt’s All About You
Network patterns are visual archetypes that help teams understand relationships and information flow within a system using the Net‑Map Toolbox for mapping and intervention.
en-us
de-de
Done
Lonesome Twosomes describes disconnected pairs of nodes that are connected to each other but isolated from other pairs, representing isolated dyads within a larger network.
en-us
Done
Celebrating diversity through a heterogeneous network that values varied interactions and different node types or connection strengths.
en-us
Done
The Boss Is the Boss discusses strict hierarchical structures commonly found in traditional organizations and military command chains.
en-us
Done
Homogeneous coalitions are groups of nodes that are densely connected internally with few connections to other groups, typical in networks with factions or cliques.
en-us
Done
Get Past the Dragon discusses the concept of a Gate-Keeper as a node controlling access and filtering information in a network.
en-us
Done
Disconnected individuals represent isolated entities with no communication or interaction.
en-us
Done
The Inner Circle describes a core-periphery network where a central group is densely connected, while peripheral nodes connect only to the core.
en-us
Done
Boundary spanners are individuals in a network who connect different departments or communities within organizations.
en-us
Done
"Everybody Holding Hands" describes a cohesive clique as a fully connected network where every node is linked to every other node, representing tight-knit groups with strong relationships.
en-us
Done
Overview of a hub and spoke network structure, commonly used in organizations and transportation.
en-us
its-all-about-you
Done
Principles are foundational rules that guide decision-making in organizations, helping to adapt solutions to unique challenges.
en-us
Done
Practices are adaptable, experience-based approaches that help solve recurring problems in work systems and promote effective organizational methods.
en-us
Done
Paradigms are deep frameworks that shape perception and problem-solving, influencing both understanding and limitations in perspective.
en-us
Done
Do Lots - QuantityKeep doing it - ResilienceDo it fast - SpeedDo it right - QualityDo the right stuff - ValueDo it predictably - Consistency
Six Dimensions of Performance emphasizes balancing competing forces in organizations to enhance effectiveness and sustainability without over-relying on single metrics.
en-us
Done
Quality measures in delivery include escaped defects, customer satisfaction, production rollbacks, and unplanned downtime, balancing too little and too much quality focus.
en-us
Done
Focus on delivering changes quickly while balancing quality and prioritizing valuable features, with metrics like Time in State, Cycle Time, and Lead Time to measure efficiency.
en-us
Done
Measure the flow of raw work product to balance demand and supply while maintaining quality and focusing on valuable features through metrics like throughput and velocity.
en-us
Done
Resilience in development and delivery systems is assessed through a "happiness" metric, indicating potential performance declines when teams overly focus on other metrics.
en-us
Done
Value assessment measures customer satisfaction and alignment to strategy while balancing immediate tasks and long-term goals to avoid technical debt.
en-us
Done
Consistency in delivery pace is crucial to avoid periods of low customer value and ensure process improvement without risk.
en-us
Done
Sounding Reactions is a structured feedback method using visual cards for quick and inclusive feedback collection during presentations and review sessions.
en-us
Done
Reaction card for expressing confusion or concern constructively.
en-us
Done
The "I observe" reaction card helps highlight patterns, anomalies, or noteworthy elements that catch attention during observations.
en-us
Done
The "I notice" reaction card facilitates pure observation of sensory input without interpretation or evaluation.
en-us
Done
The "I wonder" reaction card encourages exploration and curiosity by expressing questions during presentations to expand conversations and perspectives.
en-us
Done
Reaction card for offering constructive suggestions to improve drafts.
en-us
Done
Pattern 1 – Local CoordinationPattern 2 – Strategic InitiativePattern 5 – Cross-Level LearningPattern 3 – Team-Only RoutePattern 4 – Bottom-Up Initiative
Flight Route Patterns reveal how work moves through an organization, helping leaders improve flow, collaboration, and adaptability.
en-us
Done
Local Coordination involves autonomous decision-making by local teams within delivery systems, promoting fast actions but risking strategic drift if overused.
en-us
Done
Strategic Initiative pattern outlines the flow of work from strategy to delivery, emphasizing alignment while cautioning against command-and-control risks without feedback loops.
en-us
Done
Team-Only Route allows teams to independently manage localized work, enhancing efficiency but risking siloed learning and misalignment with broader goals.
en-us
Done
Bottom-Up Initiative involves elevating ideas from teams for validation and support while balancing the need for local action to maintain efficiency.
en-us
Done
Cross-Level Learning involves fluid interaction between multiple levels in complex systems, emphasizing learning across boundaries and requiring intentional communication and shared purpose.
en-us
Done
Studio Mode is an organizational state for ambiguous, uncertain work that emphasizes synchronous communication, intensive collaboration, and creative problem-solving.
en-us
Done
Factory Mode optimizes well-defined, routine work through specialization and standardized processes for maximum efficiency while allowing for adaptability to creative tasks when necessary.
en-us
Done
Ineffective Iterations occur when ambiguous work is organized serially through asynchronous communication, leading to slow feedback loops, and can be resolved by shifting to direct collaboration in Studio Mode.
en-us
Done
The Axis of Frustration describes the destructive cycle organizations fall into when they fail to switch intelligently between Factory Mode and Studio Mode, leading to ineffective iteration and wasted attention.
en-us
Done
Fast Oscillation is a Dynamic Work Design pattern that enables organizations to quickly switch between Factory Mode for efficiency and Studio Mode for collaboration to solve problems effectively.
en-us
Done
Wasted Attention is an anti-pattern caused by excessive collaboration and meetings that hinders productivity in well-defined work, necessitating a shift back to efficient Factory Mode.
en-us
Done
Dynamic Work Design Patterns provide strategies for organizations to effectively switch between efficient and flexible work approaches based on current needs.
en-us
Done
Define and measure progress by setting clear metrics and goals to assess performance and identify areas for improvement.
en-us
Done
Focus involves limiting the number of simultaneous initiatives to enhance efficiency and quality in organizations.
en-us
Done
The 5 Core Activities of System Design from the Flight Levels model enhance business agility by aligning strategy, coordination, and operational execution across all organizational levels.
en-us
Done
Agile interactions enhance communication and coordination among teams in complex organizations to align efforts with goals and adapt quickly to changes.
en-us
Done
Continuous improvement in business agility involves planning and implementing changes based on insights gained, ensuring organizations actively pursue enhancements within their workflows.
en-us
Done
Visualization of work processes enhances understanding and transparency in knowledge-based tasks by making invisible work visible through boards that track progress and dependencies.
en-us
In progress
The Formal Structure outlines the official design of the organization, detailing roles, rules, governance, and accountability systems to ensure clarity and stability.
en-us
In progress
The Value-Creation Structure outlines how teams, processes, and resources interact to create value for customers through continuous adaptation and feedback.
en-us
In progress
The Informal Structure examines social networks in organizations, highlighting communication patterns, trust, and collaboration beyond formal reporting lines.
en-us
In progress
Three parallel organizational structures—Value-Creation, Informal, and Formal—interact to shape how enterprises function and evolve.
en-us
Done
Enabling Functions provide essential internal services and governance to enhance an organization's delivery capability and operational effectiveness.
en-us
Done
Customer-Facing Products and Services deliver value directly to paying customers, integrating internal functions and external channels to shape reputation and drive revenue.
en-us
Done
Supporting Products and Services provide internal products or services that enable and stabilize customer-facing systems through shared platforms and reusable components.
en-us
Done
Pop-Up Systems are temporary, goal-oriented teams formed to address specific challenges and dissolve after achieving their objectives.
en-us
Done
Customer‑Facing Products and ServicesSupporting Products and ServicesEnabling FunctionsPop‑up Systems
Work System Types provide a framework for understanding value-creating constellations in organizations to enhance design and coordination.
en-us
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