Practition – Practice

This Practition course builds on the Foundation course and provides the participant with practical tools for implementing in the organization.

The agenda for the day is:


Agile Lean Context

  • The history of leadership in more detail
    • Understand the historical development and the underlying worldviews
    • Special focus on the development in the last 3-4 decades
  • The pressure stemming from constant changing conditions for organizations



  • The specific challenges to leadership in the ever changing Agile Lean environment
    • Concrete tools for the leader to use make sense of his world
  • Using Cynefin to understand your disposition better
    • Where can you contribute and be fulfilled?
    • Does the complexity disposition of the Team fit the situation at hand
  • The case of the Leadership as a service, towards the outside world and towards staff members
    • The ethical dilemma of exploitation of people, time, resources etc.
    • The ethical dilemma of wicked problems
  • Conflict resolution, based on Snowden’s perspective
  • Impact estimation, how to prioritize initiatives, making the best estimate of value



  • Tools that are helpful in describing and agreeing on situations and solutions
    • Organizational canvas and Relationship diagram
    • Team and Circle manifest.
    • Value generation follow up
  • Linking the external world into an Agile Lean Organization
    • Customers, clients & beneficiaries
    • Deliverables and Suppliers
    • Governments, regulators and such
  • How to use the 4 values, the 16 principles and the patterns of practices effectively on areas not normally covered by Agile and Lean methodology
    • Handling of crisis or opportunity, sudden drops into chaos
    • Handling of managed innovation, shallow dives into chaos
    • Handling conflict within or between Teams or individuals
    • Handling employment and compensation the Agile Lean way
  • When we cannot have the perfect work conditions for Agile and Lean
    • A mix between planned and event driven work
    • Team Members are needed for other work than what happens in the Team
  • When we cannot have the perfect Team with all resources
    • Dependencies to outside experts, internal to the organization or not
    • Dependencies on other shared resources (test equipment for example)
    • Immature or demotivated Team members



  • Change in behavior, driven by the tools to actually do it
  • Change in behavior, driven by submitting to accountability, this is a communal thing
  • Reinventing and -introducing purpose in the workplace, people need to want to contribute