Essentials
Essentials
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Studio Mode is an organizational state for ambiguous, uncertain work that emphasizes synchronous communication, intensive collaboration, and creative problem-solving.
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Factory Mode optimizes well-defined, routine work through specialization and standardized processes for maximum efficiency while allowing for adaptability to creative tasks when necessary.
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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.
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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.
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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.
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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.
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Dynamic Work Design Patterns provide strategies for organizations to effectively switch between efficient and flexible work approaches based on current needs.
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Define and measure progress by setting clear metrics and goals to assess performance and identify areas for improvement.
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Focus involves limiting the number of simultaneous initiatives to enhance efficiency and quality in organizations.
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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.
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Agile interactions enhance communication and coordination among teams in complex organizations to align efforts with goals and adapt quickly to changes.
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Continuous improvement in business agility involves planning and implementing changes based on insights gained, ensuring organizations actively pursue enhancements within their workflows.
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Visualization of work processes enhances understanding and transparency in knowledge-based tasks by making invisible work visible through boards that track progress and dependencies.
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In progress
The Formal Structure outlines the official design of the organization, detailing roles, rules, governance, and accountability systems to ensure clarity and stability.
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In progress
The Value-Creation Structure outlines how teams, processes, and resources interact to create value for customers through continuous adaptation and feedback.
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In progress
The Informal Structure examines social networks in organizations, highlighting communication patterns, trust, and collaboration beyond formal reporting lines.
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Three parallel organizational structures—Value-Creation, Informal, and Formal—interact to shape how enterprises function and evolve.
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Enabling Functions provide essential internal services and governance to enhance an organization's delivery capability and operational effectiveness.
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Customer-Facing Products and Services deliver value directly to paying customers, integrating internal functions and external channels to shape reputation and drive revenue.
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Supporting Products and Services provide internal products or services that enable and stabilize customer-facing systems through shared platforms and reusable components.
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Pop-Up Systems are temporary, goal-oriented teams formed to address specific challenges and dissolve after achieving their objectives.
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Work System Types provide a framework for understanding value-creating constellations in organizations to enhance design and coordination.
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Flight Route Patterns reveal how work moves through an organization, helping leaders improve flow, collaboration, and adaptability.
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Strategic Initiative pattern outlines the flow of work from strategy to delivery, emphasizing alignment while cautioning against command-and-control risks without feedback loops.
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Local Coordination involves autonomous decision-making by local teams within delivery systems, promoting fast actions but risking strategic drift if overused.
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Bottom-Up Initiative involves elevating ideas from teams for validation and support while balancing the need for local action to maintain efficiency.
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Cross-Level Learning involves fluid interaction between multiple levels in complex systems, emphasizing learning across boundaries and requiring intentional communication and shared purpose.
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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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Reaction card for expressing confusion or concern constructively.
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The "I observe" reaction card helps highlight patterns, anomalies, or noteworthy elements that catch attention during observations.
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The "I notice" reaction card facilitates pure observation of sensory input without interpretation or evaluation.
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Sounding Reactions is a structured feedback method using visual cards for quick and inclusive feedback collection during presentations and review sessions.
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The "I wonder" reaction card encourages exploration and curiosity by expressing questions during presentations to expand conversations and perspectives.
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Reaction card for offering constructive suggestions to improve drafts.
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Quality measures in delivery include escaped defects, customer satisfaction, production rollbacks, and unplanned downtime, balancing too little and too much quality focus.
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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.
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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.
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Resilience in development and delivery systems is assessed through a "happiness" metric, indicating potential performance declines when teams overly focus on other metrics.
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Value assessment measures customer satisfaction and alignment to strategy while balancing immediate tasks and long-term goals to avoid technical debt.
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Consistency in delivery pace is crucial to avoid periods of low customer value and ensure process improvement without risk.
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Six Dimensions of Performance emphasizes balancing competing forces in organizations to enhance effectiveness and sustainability without over-relying on single metrics.
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Paradigms are deep frameworks that shape perception and problem-solving, influencing both understanding and limitations in perspective.
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Overview of a hub and spoke network structure, commonly used in organizations and transportation.
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its-all-about-you
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Practices are adaptable, experience-based approaches that help solve recurring problems in work systems and promote effective organizational methods.
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Principles are foundational rules that guide decision-making in organizations, helping to adapt solutions to unique challenges.
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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.
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de-de
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Essentials provide practical models for designing effective work systems, synthesized from various sources and mentors.
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Patterns offer standardized solutions for common challenges in work systems design, enhancing workflow management and resource allocation.
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Switching team members between different teams fosters knowledge sharing and skill development but may disrupt continuity if not managed properly.
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Merge involves combining two or more teams into a single unit to enhance collaboration and resource pooling, while requiring careful integration of team cultures.
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Reteaming occurs when team dynamics shift due to the addition or departure of members, impacting perspectives and ideas over time.
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A team grows too large and splits into smaller teams to maintain efficiency and carry on legacy and culture.
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A smaller team is isolated from an existing team to focus on a specific task or project, often for specialized attention on critical work.
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Summary of five key dynamic reteaming patterns that help teams adapt to change in fast-moving organizations.
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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.
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Celebrating diversity through a heterogeneous network that values varied interactions and different node types or connection strengths.
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The Boss Is the Boss discusses strict hierarchical structures commonly found in traditional organizations and military command chains.
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Homogeneous coalitions are groups of nodes that are densely connected internally with few connections to other groups, typical in networks with factions or cliques.
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Get Past the Dragon discusses the concept of a Gate-Keeper as a node controlling access and filtering information in a network.
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Disconnected individuals represent isolated entities with no communication or interaction.
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The Inner Circle describes a core-periphery network where a central group is densely connected, while peripheral nodes connect only to the core.
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Boundary spanners are individuals in a network who connect different departments or communities within organizations.
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"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.
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