Jeff Miller (orange hatband)Mar 6
#aonw Opening Circle. April Jefferson with a reminder and an introduction to
Open Spaces, 5 Principles, 1 Law; butterflies, honeybees, ...and how to pull sticky notes without curling.
Show threadJeff Miller (orange hatband)Mar 6
Elevator pitches for Open Spaces topics at AONW. 4 corners of the gym, 2 spaces in each of 2 classrooms, the library, and "wherever".
Show threadJeff Miller (orange hatband)Mar 6

perpetual retrospective space on the large landscape decorated board - ok to put stickies.

colored balloons marking gathering spaces in larger rooms (2x or 4x)

#aonw

Show threadJeff Miller (orange hatband)Mar 6
For session notes, see LinkedIn under the hashtag #aonw2026 . (AONW org: https://www.linkedin.com/company/agile-open-northwest )
AGILE OPEN NORTHWEST | LinkedIn

AGILE OPEN NORTHWEST | 397 followers on LinkedIn. AONW is an annual conference about agile practices and techniques. | AONW is an annual conference about agile practices and techniques. Using Open Space, the participants themselves make the conference they want to attend. Come prepared to share your latest ideas, challenges, hopes, experiences and experiments!

Show threadJeff Miller (orange hatband)Mar 6
Topics for the sessions are moderately heavy on LLMs and agentic techniques.
Show threadeighteyesMar 6
i'm curious what agile means in a world of solo teaming. i'm doing product and engineering at my job, which would have been 6-8 people in the before times. the bottleneck isn't pre-ship planning, it's post-ship review. my sprint cycle is daily. there's no sense in the time overhead of ceremony.
Show threadJeff Miller (orange hatband)Mar 6
@eighteyes "Theory of Constraints" is showing up for me as a place to refer processes. It specifically looks at constraints and how they suggest what to do when they change or are different from what were present when a process was described or designed.
Show threadeighteyesMar 6
@jmeowmeow well said. i agree. how do you find that delta? the map is not the territory.
Show threadJeff Miller (orange hatband)Mar 6
@eighteyes I am not enough practiced in these perspectives to give examples, but I just heard the next chair over in the agile coaching session say that Gerald Weinberg's approach was to find the most troublesome point (constraint or blockage in a process) and investigate that.
Show threadJeff Miller (orange hatband)Mar 6
@eighteyes "people getting stuck in processes" is another topic from the coaching circle
Show threadJeff Miller (orange hatband)Mar 6
@eighteyes What people are saying in the coaches circle is that ways out of being stuck include either referring to the "why" is important (principles), or leading by example (using techniques that they are confident will improve the situation)
Show threadeighteyes
@jmeowmeow agreed, i've found that especially with LLMs, giving it the 'why', and providing tight product-focused context, gives it the fuel it needs when it has to guess. you can't solve everything with specs, inevitably it will guess, and you want it to guess right. setting context and vision is the role of leadership.
Mar 6 at 8:21pmWeb