Bringing in S3

Pattern 5.1: Adapt Patterns To Context

Adapt and evolve S3 patterns to fit your specific context.

  • ensure everyone affected by adaptation:
    • understands why it is necessary to adapt the pattern
    • is present or represented when doing so
  • use S3 principles as a guide for adaptation
  • run experiments with adaptations for long enough to learn about benefits and potential pitfalls
  • consider sharing valuable adaptations with the S3 community

Pattern 5.2: Create a Pull-System For Organizational Change

Create an environment that invites and enables members of the organization to drive change.

Change things when there is value in doing so:

  • bring in patterns that solve current and important problems
    • don’t break what’s already working!
    • meet everyone where they are…
    • …and let them choose their own pace
  • consider making all change voluntary!

Pattern 5.3: Be The Change

Lead by example.

Behave and act in the ways you would like others to behave and act.

Pattern 5.4: Invite Change

A way for individuals to initiate and facilitate change.

  • be the change you want to see
  • use and adapt S3 patterns to address drivers when it’s helpful to do so
  • tell the story about how and why you are using patterns from S3, including documenting outcomes, successes and failures
  • invite others to experiment with you

Pattern 5.5: Open S3 Adoption

Invite everyone to create and run experiments for evolving the organization.

  • identify the driver for pulling in S3 patterns
  • schedule regular open space events:
    • invite all members to create and run experiments
    • define constraints for experiments: e.g. S3 principles
    • review and learn from experimentation in the next open space
    • repeat

Pattern 5.6: Continuous Improvement Of Work Process With S3

To reveal drivers and establish a metrics-based pull-system for organizational change.

  • introduce the principle of consent and Navigate Via Tension to evolve work process in one team
  • consider selecting a facilitator and agreeing on values
  • trigger continuous improvement (e.g through Kanban)
  • team members pull in S3 patterns as required
  • expand the scope of the experiment iteratively
  • intentionally look out for impediments

Waste And Continuous Improvement

Waste is anything not necessary for – or standing in the way of – effective response to a driver.

  • waste exists in various forms and on different levels of abstraction (tasks, processes, organizational structure, mental models…)
  • establishing a process for ongoing elimination of waste enables natural evolution of an organization towards greater effectiveness
  • adaptation to changing context is built into the process

Read next: Defining Agreements

© 2017 by Bernhard Bockelbrink, James Priest and Liliana David. Licensed under CC BY-SA 4.0