CLOSE TO THE WORK.
CLEAR ABOUT THE SCOPE.

CHOOSE A WORKFLOW OR A DECISION PROBLEM.

The first conversation identifies the recurring work, the people involved and what the engagement is meant to clarify. Scope includes the access and participation needed, the proposed outputs and the decisions that remain with the team.

Fieldnote does not need a polished account of the problem. A general description of what keeps getting stuck is a useful start.

TEST THE PICTURE WITH THE TEAM.

We observe the work and talk with the team about how it moves. The people doing it check the map, correct anything we have missed and help choose a change to try.

The work stays connected to the constraints the team actually faces, including capacity, commitments and the authority to make decisions.

LEAVE SOMETHING PEOPLE CAN USE.

Maps, decision records, routines and experiment notes are written as working materials. The handoff identifies who maintains them and what would trigger another review.