#workfeedbackloop — Public Fediverse posts
Live and recent posts from across the Fediverse tagged #workfeedbackloop, aggregated by home.social.
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Dein Team ist nicht langsam. Euer Feedback kommt zu spät.
Feedback hat ein Verfallsdatum. Ein Signal, das erst nach Monaten ankommt, lenkt keine Entscheidung mehr.
Der Engpass ist nie das Signal. Es ist die Zeit bis zur Entscheidung.
Frag dich: Wie lange dauert es bei euch von Idee bis echtem Feedback?
https://no-bullshit-agile.de/nbak11-feedback-kommt-zu-spaet.html
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Dein Team ist nicht langsam. Euer Feedback kommt zu spät.
Feedback hat ein Verfallsdatum. Ein Signal, das erst nach Monaten ankommt, lenkt keine Entscheidung mehr.
Der Engpass ist nie das Signal. Es ist die Zeit bis zur Entscheidung.
Frag dich: Wie lange dauert es bei euch von Idee bis echtem Feedback?
https://no-bullshit-agile.de/nbak11-feedback-kommt-zu-spaet.html
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On @mfowler blog there is this interesting Article called "Feedback Flywheel": learning from #AI sessions, feeding insights back into shared artifacts.
I've been calling it the Work-Feedback Loop. Same principle, broader frame: a system learns only when work creates feedback that changes the next work.
If your team doesn't learn sprint to sprint, AI won't fix that. You'll just be faster at not learning.https://martinfowler.com/articles/reduce-friction-ai/feedback-flywheel.html
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On @mfowler blog there is this interesting Article called "Feedback Flywheel": learning from #AI sessions, feeding insights back into shared artifacts.
I've been calling it the Work-Feedback Loop. Same principle, broader frame: a system learns only when work creates feedback that changes the next work.
If your team doesn't learn sprint to sprint, AI won't fix that. You'll just be faster at not learning.https://martinfowler.com/articles/reduce-friction-ai/feedback-flywheel.html
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When I wrote the Work-Feedback Loop, I did not have AI in mind. But time and again, I see that this thinking model is very helpful for integrating AI into the development flow in a reasonable way and for discussing how to do that well. Read it. I am sure you’ll find it helpful.
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When I wrote the Work-Feedback Loop, I did not have AI in mind. But time and again, I see that this thinking model is very helpful for integrating AI into the development flow in a reasonable way and for discussing how to do that well. Read it. I am sure you’ll find it helpful.
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Basically, my thinking model of the Work-Feedback Loop is about one thing: Organizational Learning. If this is your area of interest, I look forward to your feedback!
https://no-bullshit-agile.com/wfl/
#OrganizationalLearning #Organization #Learning #Agile #WorkFeedbackLoop
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Basically, my thinking model of the Work-Feedback Loop is about one thing: Organizational Learning. If this is your area of interest, I look forward to your feedback!
https://no-bullshit-agile.com/wfl/
#OrganizationalLearning #Organization #Learning #Agile #WorkFeedbackLoop
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Really happy to see that the link to the Work-Feedback Loop is shared a lot in Teams Chats! Hope, I will get some feedback!
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Really happy to see that the link to the Work-Feedback Loop is shared a lot in Teams Chats! Hope, I will get some feedback!
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Feedback is the observable reaction of reality to work. https://no-bullshit-agile.com/wfl/#feedback
This can be:
Usage behavior
Market reactions
Qualitative feedback (e.g., from real usage situations)A thread 🧵
#WorkFeedbackLoop #agile (1/2)
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Feedback is the observable reaction of reality to work. https://no-bullshit-agile.com/wfl/#feedback
This can be:
Usage behavior
Market reactions
Qualitative feedback (e.g., from real usage situations)A thread 🧵
#WorkFeedbackLoop #agile (1/2)
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Practical value of the Work-Feedback Loop (from the chapter of the document https://no-bullshit-agile.com/wfl/#practical-value)
With this model, you can quickly clarify:
Where does feedback stop being “information”—and where does it start becoming “consequence”?
(In other words: Where does perception turn into a decision that actually changes future work?)a thread 🧵
#agile #WorkFeedbackLoop #bottleneck #flow #learningorganization
(1/3)
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Practical value of the Work-Feedback Loop (from the chapter of the document https://no-bullshit-agile.com/wfl/#practical-value)
With this model, you can quickly clarify:
Where does feedback stop being “information”—and where does it start becoming “consequence”?
(In other words: Where does perception turn into a decision that actually changes future work?)a thread 🧵
#agile #WorkFeedbackLoop #bottleneck #flow #learningorganization
(1/3)
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Manche Leute bezeichnen die Work-Feedback-Loop als zu einfach oder einfach nur als "Agilität mit anderen Worten". Was soll ich sagen? Das freut mich sogar.
Warum? Weil es mein Ziel war, ein Denkmodell zu haben, das einfach und leicht verständlich ist! Was die meisten Leute übersehen: Mit der Work-Feedback-Loop habt ihr ein Diagnosetool in der Hand, mit dem ihr Engpässe bei euch identifizieren könnt.
Ein Thread 🧵
https://no-bullshit-agile.de/wfl/
(1/2)
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Manche Leute bezeichnen die Work-Feedback-Loop als zu einfach oder einfach nur als "Agilität mit anderen Worten". Was soll ich sagen? Das freut mich sogar.
Warum? Weil es mein Ziel war, ein Denkmodell zu haben, das einfach und leicht verständlich ist! Was die meisten Leute übersehen: Mit der Work-Feedback-Loop habt ihr ein Diagnosetool in der Hand, mit dem ihr Engpässe bei euch identifizieren könnt.
Ein Thread 🧵
https://no-bullshit-agile.de/wfl/
(1/2)
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Some people call the Work-Feedback Loop too simple or just agile in different words. You know what? I am very happy about that.
Why? Because my goal was to make it simple and easy to understand! What most people miss is this: with the Work-Feedback Loop, you get a diagnosis tool to identify where your bottleneck is.
A thread 🧵
https://no-bullshit-agile.com/wfl/
(1/2)
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Some people call the Work-Feedback Loop too simple or just agile in different words. You know what? I am very happy about that.
Why? Because my goal was to make it simple and easy to understand! What most people miss is this: with the Work-Feedback Loop, you get a diagnosis tool to identify where your bottleneck is.
A thread 🧵
https://no-bullshit-agile.com/wfl/
(1/2)
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Wie ist die Work-Feedback Loop entstanden und wo ordnet sie sich ein? Dazu habe ich einen kleinen Artikel geschrieben.
https://no-bullshit-agile.de/kontext-work-feedback-loop.html
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Wie ist die Work-Feedback Loop entstanden und wo ordnet sie sich ein? Dazu habe ich einen kleinen Artikel geschrieben.
https://no-bullshit-agile.de/kontext-work-feedback-loop.html
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"Learning ability is not an abstract property, but rather a function of time sequences within the loop."
To me, that’s one dimension of #agile work that’s quite often underestimated. It’s not enough to get feedback on the work you deliver months later, or to have a decision about what to do with that feedback take weeks. It’s important to get feedback fast and decide fast. Otherwise, you risk delivering the wrong thing at the wrong time.
https://no-bullshit-agile.com/wfl/#time-as-a-structural-variable
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"Learning ability is not an abstract property, but rather a function of time sequences within the loop."
To me, that’s one dimension of #agile work that’s quite often underestimated. It’s not enough to get feedback on the work you deliver months later, or to have a decision about what to do with that feedback take weeks. It’s important to get feedback fast and decide fast. Otherwise, you risk delivering the wrong thing at the wrong time.
https://no-bullshit-agile.com/wfl/#time-as-a-structural-variable
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You came to the conclusion that “agile” doesn’t work for your organization? Please invest 20 minutes and read this. I promise it will help you! The document is NOT about a framework or so. And don't forget to boost - Thanks!
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You came to the conclusion that “agile” doesn’t work for your organization? Please invest 20 minutes and read this. I promise it will help you! The document is NOT about a framework or so. And don't forget to boost - Thanks!
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Most organizations have no problem with output, but rather with responding to signals. This is a problem because when t(decision) > t(production), the system becomes structurally disconnected from reality. It is completely worthless to deliver faster if decisions take too long, because then any knowledge gained is immediately devalued.
A thread 🧵
#SystemsThinking #WorkFeedbackLoop #Flow #TheoryOfConstraints #DecisionLatency
(1/2)
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Most organizations have no problem with output, but rather with responding to signals. This is a problem because when t(decision) > t(production), the system becomes structurally disconnected from reality. It is completely worthless to deliver faster if decisions take too long, because then any knowledge gained is immediately devalued.
A thread 🧵
#SystemsThinking #WorkFeedbackLoop #Flow #TheoryOfConstraints #DecisionLatency
(1/2)
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With the Work Feedback Loop, you can quickly clarify the following. Feel free to try it out, discuss it with others, and give me your feedback!
https://no-bullshit-agile.com/wfl/
A thread🧵
Where does feedback end as “information” – and where does feedback begin as “consequence”? In other words: Where does perception become a decision that really changes future work?
(1/3)
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With the Work Feedback Loop, you can quickly clarify the following. Feel free to try it out, discuss it with others, and give me your feedback!
https://no-bullshit-agile.com/wfl/
A thread🧵
Where does feedback end as “information” – and where does feedback begin as “consequence”? In other words: Where does perception become a decision that really changes future work?
(1/3)
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Mit der Work-Feedback Loop kannst du in kurzer Zeit Folgendes klären. Probier es gerne aus, diskutier es gerne mit anderen Menschen und gib mir gerne Feedback!
https://no-bullshit-agile.de/wfl/
Ein Thread🧵
#agile #WorkFeedbackLoop (1/3)
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Mit der Work-Feedback Loop kannst du in kurzer Zeit Folgendes klären. Probier es gerne aus, diskutier es gerne mit anderen Menschen und gib mir gerne Feedback!
https://no-bullshit-agile.de/wfl/
Ein Thread🧵
#agile #WorkFeedbackLoop (1/3)
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If you’re delivering continuously, you have a good chance of responding to the feedback from those deliveries and acting in line with the market. But if budgets are earmarked and planned far in advance, you take that chance away from yourselves. The Work–Feedback Loop can help you talk about this in your organization.
https://no-bullshit-agile.com/wfl/#capital-as-a-second-coupling
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If you’re delivering continuously, you have a good chance of responding to the feedback from those deliveries and acting in line with the market. But if budgets are earmarked and planned far in advance, you take that chance away from yourselves. The Work–Feedback Loop can help you talk about this in your organization.
https://no-bullshit-agile.com/wfl/#capital-as-a-second-coupling
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Wenn ich sagen würde, die Work-Feedback Loop ist ein gutes Mittel über agiles Arbeiten zu sprechen ohne "agil" sagen zu müssen: Würdet ihr zustimmen?
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Wenn ich sagen würde, die Work-Feedback Loop ist ein gutes Mittel über agiles Arbeiten zu sprechen ohne "agil" sagen zu müssen: Würdet ihr zustimmen?
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If "agile" is essentially a fast Work-Feedback Loop, which quadrant are you in?
Details: https://no-bullshit-agile.com/wfl/
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If "agile" is essentially a fast Work-Feedback Loop, which quadrant are you in?
Details: https://no-bullshit-agile.com/wfl/
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Agil sein ist kein Ziel - Gute Software schnell (und sicher) liefern ist eins.
Immer noch versuchen zu viele Organisationen "agil zu sein". Aber das liefert keinen Wert. Wert wird geliefert, wenn das Richtige zur richtigen Zeit am Markt ist, damit Feedback eingesammelt werden kann, das dann die nächste Arbeit beeinflusst. Nicht mehr und nicht weniger.
Ein Thread 🧵
https://no-bullshit-agile.de/wfl/
#agile #scrum #kanban #WorkFeedbackLoop
(1/4)
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Agil sein ist kein Ziel - Gute Software schnell (und sicher) liefern ist eins.
Immer noch versuchen zu viele Organisationen "agil zu sein". Aber das liefert keinen Wert. Wert wird geliefert, wenn das Richtige zur richtigen Zeit am Markt ist, damit Feedback eingesammelt werden kann, das dann die nächste Arbeit beeinflusst. Nicht mehr und nicht weniger.
Ein Thread 🧵
https://no-bullshit-agile.de/wfl/
#agile #scrum #kanban #WorkFeedbackLoop
(1/4)
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Viele Organisationen werden schneller, aber nicht besser darin, aus der Realität zu lernen.
Genau dafür habe ich die Work–Feedback Loop entwickelt: ein Denkmodell, das Agilität nicht als Methode versteht, sondern als Fähigkeit eines Systems, Feedback schnell und wirksam in veränderte Arbeit zu übersetzen.
https://no-bullshit-agile.de/wfl/
(1/2)
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Viele Organisationen werden schneller, aber nicht besser darin, aus der Realität zu lernen.
Genau dafür habe ich die Work–Feedback Loop entwickelt: ein Denkmodell, das Agilität nicht als Methode versteht, sondern als Fähigkeit eines Systems, Feedback schnell und wirksam in veränderte Arbeit zu übersetzen.
https://no-bullshit-agile.de/wfl/
(1/2)
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If you’re asking “how can we get more agile?”, you’re already in method-land.
The more useful question is: How fast does reality change what we do next?
That is the Work–Feedback Loop: work creates an effect, the effect becomes feedback, feedback changes decisions, decisions change future work
I’ve published the model and the PDF under CC BY-SA 4.0 here: https://no-bullshit-agile.com/wfl/
If you take a look: where does your loop slow down most, signal, decision, or deployment?
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If you’re asking “how can we get more agile?”, you’re already in method-land.
The more useful question is: How fast does reality change what we do next?
That is the Work–Feedback Loop: work creates an effect, the effect becomes feedback, feedback changes decisions, decisions change future work
I’ve published the model and the PDF under CC BY-SA 4.0 here: https://no-bullshit-agile.com/wfl/
If you take a look: where does your loop slow down most, signal, decision, or deployment?
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Ein agiles Ritual kann den falschen Engpass optimieren. Der liegt oft nicht in der Lieferung, sondern zwischen Signal und Konsequenz.
Feedback hat ein Gültigkeitsfenster: Wenn ihr erst reagiert, nachdem das Signal strukturell entwertet ist, lernt ihr formal aus der Realität, praktisch aber aus der Vergangenheit.
Ein Thread 🧵
Mehr dazu im Work–Feedback Loop: https://no-bullshit-agile.de/wfl/
(1/3)
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Ein agiles Ritual kann den falschen Engpass optimieren. Der liegt oft nicht in der Lieferung, sondern zwischen Signal und Konsequenz.
Feedback hat ein Gültigkeitsfenster: Wenn ihr erst reagiert, nachdem das Signal strukturell entwertet ist, lernt ihr formal aus der Realität, praktisch aber aus der Vergangenheit.
Ein Thread 🧵
Mehr dazu im Work–Feedback Loop: https://no-bullshit-agile.de/wfl/
(1/3)
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Your teams are sprinting (t(op)). Your strategy is crawling (t(strat)). Welcome to Disconnected Agility.
We spent the last decade obsessing over the bottom box of this protocol (Operation Loop). We optimized workflows, automated deployment, and measured lead times in days. But look at the top box.
A thread 🧵
#WorkFeedbackLoop #SystemDesign #Strategy #Lean
(1/3)
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Your teams are sprinting (t(op)). Your strategy is crawling (t(strat)). Welcome to Disconnected Agility.
We spent the last decade obsessing over the bottom box of this protocol (Operation Loop). We optimized workflows, automated deployment, and measured lead times in days. But look at the top box.
A thread 🧵
#WorkFeedbackLoop #SystemDesign #Strategy #Lean
(1/3)
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The Semantic Irony of SAFe - a thread 🧵
There is a profound irony in the name "SAFe" (Scaled Agile Framework). In a truly agile system, the first thing you have to accept is that nothing is safe. Agility is our response to uncertainty, complexity, and risk.
#WorkFeedbackLoop #Agile #SAFe #SystemThinking #SoftwareEngineering #Management
(1/6)
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The Semantic Irony of SAFe - a thread 🧵
There is a profound irony in the name "SAFe" (Scaled Agile Framework). In a truly agile system, the first thing you have to accept is that nothing is safe. Agility is our response to uncertainty, complexity, and risk.
#WorkFeedbackLoop #Agile #SAFe #SystemThinking #SoftwareEngineering #Management
(1/6)
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We need to talk about the cult of "staying current."
I often see teams pushing for major framework or library upgrades without being able to name a single friction point, security risk, or performance bottleneck they are actually solving. When asked for the "Why," the answer is usually a shrug: "It’s the latest version."
A thread 🧵
#WorkFeedbackLoop #SystemThinking #SoftwareEngineering #Actionism #TechDebt #EngineeringManagement
(1/4)
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We need to talk about the cult of "staying current."
I often see teams pushing for major framework or library upgrades without being able to name a single friction point, security risk, or performance bottleneck they are actually solving. When asked for the "Why," the answer is usually a shrug: "It’s the latest version."
A thread 🧵
#WorkFeedbackLoop #SystemThinking #SoftwareEngineering #Actionism #TechDebt #EngineeringManagement
(1/4)
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At what point does automation stop being an advantage and start exposing your system's deepest flaws?
Right now, we are obsessed with "efficiency" in the wrong places. We automate reports, summaries, and dashboards, thinking we are accelerating our work.
But we might just be making our stagnation more visible.
A thread 🧵
#WorkFeedbackLoop #SystemThinking #DecisionLatency #Agile #SoftwareEngineering #Governance (1/7)
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At what point does automation stop being an advantage and start exposing your system's deepest flaws?
Right now, we are obsessed with "efficiency" in the wrong places. We automate reports, summaries, and dashboards, thinking we are accelerating our work.
But we might just be making our stagnation more visible.
A thread 🧵
#WorkFeedbackLoop #SystemThinking #DecisionLatency #Agile #SoftwareEngineering #Governance (1/7)
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What if you are developing a product that operates in an environment where closing the Work–Feedback Loop is not the primary concern?
Let’s assume you develop software for an aircraft surface control system. What is most important in that context? Fast feedback to iterate? I would argue it is reliability.
A thread 🧵
(1/3)
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What if you are developing a product that operates in an environment where closing the Work–Feedback Loop is not the primary concern?
Let’s assume you develop software for an aircraft surface control system. What is most important in that context? Fast feedback to iterate? I would argue it is reliability.
A thread 🧵
(1/3)
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In some products, adaptation speed is not the constraint.
Not every system lives under continuous market feedback. In certain contexts, stability, verifiability, and controlled change are the product value. Safety-critical control systems in aviation make this obvious: changes are possible, but they are expensive, regulated, and consequential. Reliability under defined conditions matters more than rapid iteration.
A thread 🧵
(1/3)
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In some products, adaptation speed is not the constraint.
Not every system lives under continuous market feedback. In certain contexts, stability, verifiability, and controlled change are the product value. Safety-critical control systems in aviation make this obvious: changes are possible, but they are expensive, regulated, and consequential. Reliability under defined conditions matters more than rapid iteration.
A thread 🧵
(1/3)
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Flight Levels zeigen, wo in einer Organisation entschieden wird: operativ, koordinativ, strategisch. Verschachtelte Work–Feedback Loops zeigen, ob diese Ebenen tatsächlich lernen.
Ein Thread 🧵
#FlightLevels #WorkFeedbackLoop #LearningSpeed #Organisationsdesign
(1/4)
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Flight Levels zeigen, wo in einer Organisation entschieden wird: operativ, koordinativ, strategisch. Verschachtelte Work–Feedback Loops zeigen, ob diese Ebenen tatsächlich lernen.
Ein Thread 🧵
#FlightLevels #WorkFeedbackLoop #LearningSpeed #Organisationsdesign
(1/4)
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Flight Levels show where decisions live in a system. Nested Work–Feedback Loops show whether those layers actually learn. Flight Levels describe operational, coordination, and strategic decision spaces. Useful. But structure alone does not guarantee adaptation.
A Thread 🧵
https://no-bullshit-agile.com/flight-levels-nested-work-feedback-loops.html
#FlightLevels #WorkFeedbackLoop #SystemsThinking #OrganizationalDesign
(1/3)
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Flight Levels show where decisions live in a system. Nested Work–Feedback Loops show whether those layers actually learn. Flight Levels describe operational, coordination, and strategic decision spaces. Useful. But structure alone does not guarantee adaptation.
A Thread 🧵
https://no-bullshit-agile.com/flight-levels-nested-work-feedback-loops.html
#FlightLevels #WorkFeedbackLoop #SystemsThinking #OrganizationalDesign
(1/3)