Start with a question
that matters.

Start with the people closest to the question. Ask them to explain the work, show how it gets done, and share the information they rely on.

A procedure may describe the intended process. A conversation may reveal a workaround. A record may show where something stalled.

Discovery brings these pieces into the organizational model, keeping track of where they came from and what still needs to be understood. People can review that picture, correct it, and add what’s missing.

Two people may describe the same work differently. A report may disagree with their experience. A plan may depend on something that has changed.

Look at what each account means, when it applies, and what supports it. Sometimes the difference is easy to explain. Sometimes it reveals a problem that affects the decision ahead.

Reconciliation helps people investigate those differences and decide what needs attention. When the evidence isn’t enough, the question stays open.

What if we change the plan? Move people to different work? Wait until we know more?

Rehearsal helps people compare possible actions using what they understand about the organization. That may mean working through a few alternatives or using a model to explore how a change could affect other work.

The assumptions matter as much as the result. People need to see what each option depends on, what remains uncertain, and what could change their choice.

The aim is to make a better-informed decision before committing people, time, and resources.

Once a decision is made, people need to know what happens next: who will do the work, what they need, and how it affects others.

Bridge connects the decision to that work. It helps coordinate people, software agents, and existing systems, with clear responsibilities and limits on what each can do.

As work progresses, people can see what’s finished, what’s blocked, and what has changed. If the plan no longer fits the situation, they can revisit the decision with that new information.

Finishing the work doesn’t always mean achieving what you intended. Did the decision help? What happened differently than expected? What still needs attention?

Renewal brings the results back for people to examine. An unexpected delay might reveal a missing dependency. A successful change might suggest something worth trying elsewhere.

People review what the experience supports and update the organizational model accordingly. That understanding is then available to the next person or team facing a related question.