BHAG (Big Hairy Audacious Goal)

A clear and compelling long-term goal (10-25 years) that serves as a focal point for effort and acts as a catalyst for team spirit. Unlike standard goals, a BHAG is huge, daunting, and perhaps only 50-70% achievable, but it generates immense energy and excitement within the organization.

"As a Product Manager for [Company Name], help me define a "Big Hairy Audacious Goal" for [Product] that would make our current top competitor irrelevant in 10 years."

"As a Delivery Lead at [Company Name], help me break down our 10-year BHAG for [Platform] into a specific, tangible 12-month delivery roadmap that my team can start executing today."

"As a CEO of [Company Name], craft a 15-year vision statement that is bold enough to inspire a [Number]-person organization to disrupt the entire [Industry Name] industry."

Beyond Budgeting

A management model that aims to abolish traditional annual budgeting in favor of rolling forecasts and relative targets to enable agility. It argues that fixed annual budgets prevent companies from responding to market changes and encourage "use it or lose it" spending behavior.

"As a PM for [Company Name], propose a "Venture Capital" funding model for our product features instead of a fixed annual budget. Draft a pitch to the CFO."

"As a Scrum Master at [Company Name], explain to the PMO how fixed annual budgets contradict our Agile principle of "Responding to Change" and suggest a rolling forecast model."

"As a CFO of [Company Name], draft a transition plan to move the organization from fixed targets to relative targets (e.g., "Beat the market average" vs "Hit $10M revenue")."

Crossing the Chasm

A marketing theory that there is a gap (Chasm) between early adopters of a new technology and the early majority. Crossing this chasm requires a shift in product and messaging strategy.

"As a PM for [Company], determine if [Product] is currently pre-chasm (visionaries) or post-chasm (pragmatists) and adjust the roadmap."

"As a DM at [Company], explain why we need to stabilize the platform (Technical Debt) before we can "Cross the Chasm" to mainstream users."

"As a Leader at [Company], identify the specific "Beachhead" market segment we will target to cross the chasm."

Hoshin Kanri (Policy Deployment)

A strategic planning process ensuring that the mission, vision, goals, and annual objectives are communicated and executed throughout an organization. It uses a "Catchball" process to align top-down strategy with bottom-up execution, ensuring that every employee understands how their daily work contributes to the company's North Star.

"As a Product Manager for [Company Name], help me draft a Hoshin Kanri X-Matrix that links our granular backlog features [Feature A, Feature B] directly to the CEO's annual strategic vision of [Vision Statement]."

"As a Delivery Manager for [Company Name], my team feels disconnected from the company strategy. Help me break down the VP's goal of [Strategic Goal] into specific, actionable weekly tactics for my delivery squad."

"As a Leader at [Company Name], I need to review our 5-year strategic plan. Use the Hoshin Kanri framework to help me identify the top 3 "Breakthrough Objectives" for this year that are necessary to hit that 5-year target."

Ikigai (Reason for Being)

A Japanese concept meaning "a reason for being." It balances the spiritual with the practical by identifying the convergence of what you love, what you are good at, what the world needs, and what you can be paid for. In a business context, it is used to align organizational culture with market demand, ensuring that employees find meaning in their work while driving profitability.

"As a Product Manager for [Company Name] feeling stuck in my career, analyze my skills in [List Skills] and my passion for [Topic/Industry]. Suggest 3 specific career paths or internal roles that would align my personal Ikigai with market demand."

"As a Delivery Manager for [Company Name], I have a developer who seems disengaged with our current [Project Name]. Help me script a 1-on-1 conversation using the Ikigai framework to uncover their strengths and passions so I can realign their tasks."

"As a Senior Leader at [Company Name], help me draft an organizational "Ikigai Statement" that bridges our profit goals [Revenue Goal] with our social mission [Mission Statement] to inspire my leadership team."

Laloux Culture Model (Teal)

A framework describing the evolution of organizational consciousness. It categorizes organizations by color, moving from "Red" (impulsive/fear-based) to "Amber" (hierarchical/stability) to "Orange" (achievement/profit) to "Green" (culture/empowerment) and finally to "Teal" (evolutionary purpose/wholeness). Teal organizations operate as living organisms characterized by self-management and distributed authority.

"As a Product Manager for [Company Name], our team is currently operating in an "Orange" (achievement-driven) mindset, leading to burnout. Suggest 5 specific rituals I can introduce to shift us toward "Green" (culture-driven) behaviors without sacrificing delivery."

"As a Delivery Manager for [Company Name], use the Laloux model to diagnose our current friction points. Our management acts like "Amber" (hierarchy) but our dev team acts like "Green" (consensus). How do I bridge this gap?"

"As a CEO of [Company Name], I want to introduce "Self-Management" principles (Teal) to my executive team. Draft a keynote speech outline that explains the benefits while addressing their fears of losing control."

North Star Metric

The single metric that best captures the core value your product delivers to its customers. Growing this metric guarantees that you are growing sustainable value for your customer base, rather than just vanity metrics like page views or downloads.

"As a PM for [Company Name], identify the single "North Star Metric" for our [Product Type] that correlates most strongly with long-term user retention."

"As a Delivery Lead at [Company Name], help me align our Sprint Goal for [Project] to directly impact the North Star Metric of [Metric Name]."

"As a VP at [Company Name], write a memo communicating our new North Star Metric to investors to demonstrate how it drives long-term value creation."

OKRs (Objectives & Key Results)

A goal-setting framework used by high-growth companies to define measurable goals and track their outcomes. Objectives are aggressive, inspirational, and qualitative descriptions of what you want to achieve. Key Results are quantitative, time-bound metrics that measure progress toward the Objective.

"As a Product Manager for [Company Name], draft 3 ambitious OKRs for the Q3 launch of [Product Name], focusing specifically on increasing market share by [X]% and reducing user churn."

"As a Delivery Lead at [Company Name], set 3 Key Results for the engineering team that focus on reducing technical debt in [System Name] without slowing down our feature delivery velocity."

"As a VP at [Company Name], I see silos forming. Help me align cross-departmental OKRs between Sales and Product so that both teams share a single Key Result regarding [Shared Metric]."

OODA Loop

A decision-making cycle developed by military strategist John Boyd. Speed is key: whoever cycles through the OODA loop faster than their opponent wins.

"As a PM for [Company], simplify our decision process so we can tighten our OODA loop and react to market changes faster than [Competitor]."

"As a DM at [Company], identify where our team gets stuck in the OODA loop—is it Analysis Paralysis (Orient) or Bureaucracy (Act)?"

"As a Leader at [Company], decentralize authority to enable frontline managers to complete their OODA loops without waiting for approval."

Schneider Culture Model

A model to understand organizational culture based on two axes: Possibility vs. Reality and People vs. Company. It helps leaders identify the dominant culture (e.g., "Control" culture like the Military vs "Collaboration" culture like a Family) and adjust their change management strategy accordingly.

"As a PM for [Company Name], analyze if our current "Control" culture is stifling product innovation. Suggest 3 small, safe-to-fail experiments to shift the team toward "Competence"."

"As an Agile Coach for [Company Name], design a 1-hour workshop to help the team identify their dominant culture quadrant and discuss how it impacts our velocity."

"As a Leader at [Company Name], align our hiring strategy to match our desire to move from a "Cultivation" culture to a "Competence" culture. What interview questions should we ask?"

The Golden Circle

Simon Sinek's framework stating that inspiring leaders start with WHY (Purpose), then HOW (Process), and finally WHAT (Product). People buy why you do it, not what you do.

"As a PM for [Company], draft a product vision statement for [Product] that starts with WHY, not the features (WHAT)."

"As a Scrum Master at [Company], explain the WHY behind the Agile ceremonies to a team that thinks they are just "meetings.""

"As a CEO of [Company], rewrite our mission statement to focus on our core belief (WHY) rather than our output (WHAT)."

Throughput Accounting

A simplified management accounting approach from the Theory of Constraints. It focuses on increasing Throughput (sales/value delivered) rather than just cutting Operating Expenses. Unlike traditional accounting, it views inventory as a liability, not an asset.

"As a PM for [Company Name], analyze a proposed feature decision based on how much it increases Throughput versus just Investment. Help me calculate the ROI."

"As a DM at [Company Name], show that optimizing for "Resource Utilization" (keeping everyone busy) is hurting overall Throughput using the Theory of Constraints."

"As a Leader at [Company Name], help me shift our organizational KPIs from "Cost per Story Point" to "Throughput of Value Delivered"."

Westrum Organizational Typology

A model predicting software delivery performance based on organizational culture. "Pathological" cultures suppress bad news. "Bureaucratic" cultures ignore it. "Generative" (performance-oriented) cultures actively seek bad news to learn from it, allowing information to flow freely and risks to be shared.

"As a Product Manager for [Company Name], assess if our team culture is Pathological, Bureaucratic, or Generative based on how we handled the last production outage. Provide examples."

"As a Delivery Manager for [Company Name], use the Westrum model to explain to senior management why "shooting the messenger" is directly hurting our deployment frequency and stability."

"As a CTO of [Company Name], design a new incident response process that specifically promotes a Generative culture where information flows freely."

Buy a Feature

A collaborative innovation game where customers are given a limited budget of play money to "buy" the features they want most. It forces stakeholders to make hard trade-off decisions, revealing their true preferences.

"As a PM for [Company Name], design a "Buy a Feature" session for 10 customers to identify their most valued features from our backlog."

"As a Tech Lead at [Company Name], run a "Buy a Feature" game with the dev team to prioritize which Technical Debt items to fix first."

"As a Leader at [Company Name], use this game to align budget spend across Sales, Marketing, and Product for next year."

CD3 (Cost of Delay Divided by Duration)

Essentially the same mathematical concept as WSJF but often applied outside of SAFe. It focuses purely on "Value Density"—how much value per unit of time does this task deliver? It is the gold standard for economic prioritization.

"As a PM for [Company Name], prioritize the backlog by CD3 to show stakeholders why we are doing the quick wins first."

"As a DM for [Company Name], explain CD3 to the team to help them understand why speed matters."

"As a Leader for [Company Name], optimize the portfolio for value density rather than just ROI."

Cost of Delay

A way of communicating the impact of time on the outcomes we hope to achieve. It combines urgency and value to help us make better decisions. It answers the question: "How much money do we lose if this is one week late?"

"As a PM for [Company Name], calculate the Cost of Delay if we launch [Feature X] in March instead of January."

"As a Delivery Lead at [Company Name], help me justify fixing the CI/CD pipeline by quantifying the Cost of Delay for the team."

"As a Leader at [Company Name], explain the $X/week Cost of Delay for [Project] to stakeholders to get faster budget approval."

Cynefin Framework

A sense-making framework used to aid decision-making. It categorizes problems into five domains (Clear, Complicated, Complex, Chaotic, Disorder) to help leaders determine whether to apply Best Practice, Good Practice, or Emergent Practice.

"As a PM for [Company Name], determine if our market entry into [Region] is a Complex or Complicated problem to decide our strategy."

"As an Agile Coach for [Company Name], help the team choose between Scrum (Complex) and Kanban (Complicated) for [Project Name]."

"As a Leader during the [Crisis Name], use Cynefin to determine if we are in a Chaotic state and need to act immediately."

Eisenhower Matrix

A productivity tool that organizes tasks into four quadrants based on urgency and importance. It distinguishes between tasks that feel pressing (Urgent) and those that actually contribute to long-term goals (Important).

"As a PM for [Company Name], audit my weekly calendar and tell me which meetings I should Delegate or Delete based on the Eisenhower Matrix."

"As a Manager at [Company Name], help my team manage unplanned support tickets versus planned work using Eisenhower quadrants."

"As a VP at [Company Name], help me distinguish between "Urgent" stakeholder requests and "Important" strategic work for Q4."

Kano Model

A theory for product development that classifies customer preferences into three categories: "Basic" (Must-be, dissatisfaction if missing), "Performance" (Linear, more is better), and "Delighters" (Unexpected value). Over time, Delighters become Basic expectations.

"As a PM for [Company Name], classify our backlog into Basic, Performance, and Delighter features to ensure a balanced release."

"As a Delivery Lead at [Company Name], identify which "Basic" features of [Product] are causing high churn and need immediate technical fixes."

"As a VP at [Company Name], review our roadmap to ensure we are investing enough in "Delighters" to differentiate from [Competitor]."

MoSCoW Method

A prioritization technique used to reach a common understanding with stakeholders on the importance of each requirement for a specific release. It helps teams manage scope creep by clearly defining what will *not* be done.

"As a PM for [Company Name], define the MVP for our next launch by strictly selecting the "Must Haves" from this list: [Feature List]."

"As a Scrum Master at [Company Name], help the team negotiate the Sprint scope by identifying "Could Haves" we can drop if we get blocked."

"As a Leader at [Company Name], review the "Won't Have" list for [Project] to ensure we are aligned on what is out of scope."

Pugh Matrix

A decision-matrix method used to evaluate multiple design options against a baseline. It provides a structured way to compare qualitative concepts by scoring them as Better (+), Worse (-), or Same (S) as the current state.

"As a PM for [Company Name], use a Pugh Matrix to compare 3 different vendor solutions against our current manual process."

"As an Architect at [Company Name], lead the team in choosing a database solution for [System] using a Pugh Matrix."

"As a Leader at [Company Name], standardize our vendor selection process across the organization using the Pugh framework to reduce bias."

RICE Scoring

A data-driven scoring system used to rank features and minimize stakeholder bias. It forces teams to quantify "Reach" (how many users), "Impact" (value per user), and "Confidence" (how sure are we?), divided by "Effort" (cost).

"As a PM for [Company Name], help me score these 5 competing features [List Features] using RICE to settle a roadmap priority dispute with Sales."

"As a Delivery Lead at [Company Name], help the team estimate the "Effort" score for [Feature] based on our current velocity and known technical debt."

"As a Leader at [Company Name], audit our investment roadmap to ensure we are prioritizing high-impact, high-confidence work for the upcoming quarter."

WSJF (Weighted Shortest Job First)

A prioritization model used in SAFe to calculate the economic benefit of doing a job sooner. It prioritizes items that give the highest value (Cost of Delay) in the shortest time (Job Duration), maximizing economic flow.

"As a PM for [Company Name], help me quantify the Cost of Delay for these 3 Epics to prepare for the upcoming PI Planning session."

"As a Release Train Engineer at [Company Name], facilitate a WSJF prioritization session for [ART Name] to sequence features for the next Program Increment."

"As a Portfolio Manager at [Company Name], use WSJF to prioritize our portfolio of projects based on maximum economic flow."

ACCF (Agile Coaching Competency Framework)

The Agile Coaching Institute's framework defining the four stances of a coach: Professional Coaching (neutral), Facilitating (process), Teaching (content), and Mentoring (experience), supported by mastery in Technical, Business, or Transformation domains.

"As a Product Leader for [Company Name], use the ACCF to identify which stance I use most with my team—am I mentoring or just directing?"

"As a Scrum Master at [Company Name], self-assess my skills against the ACCF to create a learning plan for next year."

"As a Leader at [Company Name], write a job description for an Agile Coach using the ACCF domains to ensure we hire the right talent."

Clean Language

A questioning technique that minimizes the facilitator's metaphors and assumptions, helping the client explore their own mental landscape. It prevents the coach from "leading the witness" and keeps the focus purely on the client's experience.

"As a PM for [Company Name], use Clean Language ("And is there anything else about that requirement?") to uncover hidden user needs."

"As a Coach at [Company Name], use Clean Language to help a team member describe their ideal retrospective."

"As a Leader at [Company Name], use Clean Language to interview a candidate without leading them to the "right" answer."

GROW Model

One of the most common coaching frameworks. It provides a simple four-step structure for a coaching session: Establish the Goal, examine the current Reality, explore Options, and establish the Will (commitment) to act.

"As a PM for [Company Name], help a stakeholder clarify their "Goal" for [Project] before we start discovery using the GROW model."

"As a Scrum Master at [Company Name], coach a developer to solve their own blocker on [Task] using GROW questions."

"As a Manager at [Company Name], set performance goals with a direct report for [Role] using the GROW stages."

Perceptual Positions

A customizable NLP tool to resolve conflict by stepping into three positions: Your own shoes (1st), the other person's shoes (2nd), and a neutral fly-on-the-wall observer (3rd). It builds empathy and objective understanding.

"As a PM for [Company Name], use Perceptual Positions to understand why the Sales Lead is so aggressive about this feature request."

"As a Scrum Master at [Company Name], facilitate a conflict resolution session between two devs using the 3 positions."

"As a Leader at [Company Name], review a failed negotiation from the "3rd Position" (Observer) to find learning points."

Psychological Safety

The belief that you will not be punished or humiliated for speaking up with ideas, questions, concerns, or mistakes. It is the foundation of high-performing teams.

"As a PM for [Company Name], encourage honest "bad news" in discovery sessions for [Product] without judgment."

"As a Scrum Master at [Company Name], use the "Fearless Organization" checklist to measure safety levels in [Team]."

"As a CEO of [Company Name], model psychological safety by publicly admitting a recent mistake I made."

Radical Candor

A management philosophy based on two dimensions: caring personally and challenging directly. It helps leaders give feedback that is kind, clear, and specific, avoiding "Ruinous Empathy" (nice but unhelpful) or "Obnoxious Aggression" (mean).

"As a PM for [Company Name], help me say "No" to a major client request for [Feature] using the Radical Candor framework."

"As a Manager at [Company Name], help me give "Hard" feedback to a senior engineer about their attitude without damaging our relationship."

"As a Leader at [Company Name], encourage a culture of Radical Candor during our quarterly reviews."

SCARF Model

A brain-based model for collaborating with and influencing others. It summarizes five social domains that activate the same reward/threat circuitry in the brain as physical survival. Managing these domains reduces social threat.

"As a PM for [Company Name], help me negotiate with a difficult stakeholder by appealing to their "Autonomy" and "Status"."

"As a Manager at [Company Name], diagnose why the team is resisting the new [Process Name] using the SCARF threat filters."

"As a Leader at [Company Name], draft an announcement for the reorg that minimizes "Certainty" and "Fairness" threats."

Situational Leadership

A leadership theory stating there is no single "best" style of leadership. Effective leaders adapt their style to the maturity of the individual or group in relation to a specific task.

"As a PM for [Company Name], match my communication style to the maturity of the stakeholder group for [Project]."

"As a Manager at [Company Name], determine if I should be "Directing" or "Supporting" for a junior dev working on [Task]."

"As a VP at [Company Name], decide which of my directors is ready for "Delegating" on the new [Initiative]."

TBR (Training from the Back of the Room)

An instructional design model based on brain science (4Cs). It emphasizes that "learning is not a spectator sport." It shifts focus from the teacher presenting to the learners doing.

"As a PM for [Company Name], facilitate a product vision session for [Product] using "Connection" exercises to engage the room."

"As an Agile Coach at [Company Name], design a 1-hour workshop on Scrum Basics for [Team] using the 4Cs model."

"As a Leader at [Company Name], onboard new hires to [Company] with "Concrete Practice" instead of just slide decks."

The Leadership Circle

A 360-degree leadership assessment that measures two primary domains: Creative Competencies (relationship, self-awareness, authenticity) vs. Reactive Tendencies (complying, protecting, controlling). It helps leaders move from a reactive to a creative operating system.

"As a PM for [Company Name], analyze my tendency towards "Complying" (pleasing stakeholders) versus "Achieving" (delivering value)."

"As a Coach for [Company Name], use the Leadership Circle concepts to help a manager understand why their "Protecting" behavior creates toxicity."

"As a VP at [Company Name], create a personal development plan to shift my primary operating system from Reactive to Creative."

50 Values Sort

A prioritization exercise where you start with a list of 50 values (Integrity, Fun, Speed, etc.) and ruthlessly eliminate them until only 3 core values remain. It forces clarity on what truly matters.

"As a PM for [Company Name], determine the top 3 values of our Product (e.g., "Simplicity" over "Power") to guide design decisions."

"As a Coach at [Company Name], have the team sort values to create a "Team Alliance" or Social Contract."

"As a Leader at [Company Name], do a values sort to understand why I am conflicting with the board members."

Ask 5 People

A feedback gathering tool where you ask 5 colleagues two specific questions: "What is my greatest strength?" and "What is one thing holding me back?" It provides raw data on your external perception.

"As a PM for [Company Name], ask 5 stakeholders "What is the one thing I do that blocks you?" to improve my process."

"As a DM for [Company Name], facilitate an exercise where team members write one strength for every other person."

"As a Leader at [Company Name], use the "Ask 5" email template to get raw feedback from the front lines."

Career/Life Timeline

Drawing a line representing time and marking significant emotional highs and lows. It helps identify patterns in resilience, motivation, and decision-making.

"As a PM for [Company Name], draw a "Product Timeline" showing past pivots and failures to teach new hires our history."

"As a Coach at [Company Name], use the Timeline exercise to help a report understand their career trajectory."

"As a Leader at [Company Name], map the "Company Timeline" to show employees how we survived past crises."

Hot Seat Questioning

A facilitation format where one person sits in the center and answers rapid-fire questions from the group. It builds transparency and trust quickly by removing filters.

"As a PM for [Company Name], put myself in the "Hot Seat" with the engineering team to answer any roadmap questions honestly."

"As a Scrum Master at [Company Name], use a gentle version of Hot Seat to let the team get to know a new member."

"As a Leader at [Company Name], host a "Hot Seat" AMA (Ask Me Anything) to dispel rumors during the acquisition."

Peak Experience

A coaching exercise where you ask someone to describe a moment they felt most alive, successful, or proud. You mine that story to identify their core values and strengths.

"As a PM for [Company Name], ask users about their "Peak Experience" with our product to find the core value proposition."

"As a DM for [Company Name], use Peak Experience stories in a team building session to understand what motivates each member."

"As a Leader at [Company Name], share my own Peak Experience to communicate my values to the company."

Postcard from the Future

A visioning tool where you write a postcard from your future self to your present self, describing what has been achieved and how it feels. It helps make the vision concrete and emotional.

"As a PM for [Company Name], write a postcard from the successful launch date to the team today to inspire them."

"As a Coach at [Company Name], have the team write postcards from the end of the quarter to define success criteria."

"As a CEO of [Company Name], write a postcard from the future to the board describing the company state in 5 years."

Vision Chairs (Disney Strategy)

A creativity strategy used by Walt Disney involving three physical chairs: The Dreamer (anything is possible), The Realist (how to organize it), and The Critic (what could go wrong). It separates these thinking modes to prevent premature criticism.

"As a PM for [Company Name], facilitate a "Vision Chairs" session for our 2026 roadmap brainstorming."

"As a DM for [Company Name], help the team separate "Critic" thinking from "Dreamer" thinking during refinement."

"As a Leader at [Company Name], identify which "Chair" I spend too much time in (e.g., Critic) and how it affects morale."

Wheel of Anything

A visual coaching tool where you label segments of a wheel with key areas (e.g., Life, Agile Maturity, Team Health) and score satisfaction from center (0) to edge (10). It visually reveals imbalances (flat tires).

"As a PM for [Company Name], create a "Product Health Wheel" (Usability, Speed, Value, Support) to visualize our current state."

"As a Coach at [Company Name], run a "Wheel of Scrum" in the retro to let the team self-assess their maturity."

"As a Leader at [Company Name], use a "Leadership Wheel" to balance Strategy, People, Execution, and Self-Care."

Lean Startup

A methodology for developing businesses and products that aims to shorten product development cycles and rapidly discover if a proposed business model is viable. It emphasizes "Validated Learning" over elaborate planning.

"As a PM for [Company Name], design a "Concierge MVP" test to validate this feature without writing code."

"As a DM for [Company Name], apply "Build-Measure-Learn" to our internal process changes (e.g., try a new standup format for 1 week)."

"As a Leader at [Company Name], protect the "Pivot or Persevere" decision meeting from political influence."

Liberating Structures

A collection of 33 interaction patterns (like 1-2-4-All, Impromptu Networking) that allow you to unleash and involve everyone in a group, regardless of group size. It disrupts conventional, boring meetings.

"As a PM for [Company Name], use "1-2-4-All" during the roadmap brainstorming session to ensure quiet voices are heard."

"As a Scrum Master at [Company Name], use "Troika Consulting" in the retrospective to solve peer problems."

"As a Leader at [Company Name], replace the Town Hall Q&A with "Open Space" to let employees drive the agenda."

Open Space Technology

A meeting format where participants create the agenda themselves. It relies on the Law of Two Feet: "If you are not learning or contributing, move somewhere else." It creates high engagement for complex issues.

"As a PM for [Company Name], run an Open Space session for user research topics."

"As a Scrum Master at [Company Name], use Open Space for a department-wide retrospective."

"As a Leader at [Company Name], trust the "Law of Two Feet" and allow employees to choose which projects they contribute to for a day."

TRIAD Meetings

A meeting structure with three roles: The Creator (person with the issue), the Challenger (person pushing back), and the Coach (person observing/facilitating). It prevents the "echo chamber" effect and ensures balanced decisions.

"As a PM for [Company Name], set up a Triad with Design and Engineering to review specs before the full team sees them."

"As a Coach at [Company Name], use Triads for peer-coaching within the team (e.g., dev-dev-tester groups)."

"As a Leader at [Company Name], form "Leadership Triads" to break down silos between Sales, Marketing, and Product."

Team Canvas

A Business Model Canvas for teamwork. It aligns a team on their goals, roles, values, and rules. Great for kicking off new teams or resetting struggling ones.

"As a PM for [Company], facilitate a Team Canvas session to align the new squad on our shared product mission."

"As a Scrum Master at [Company], revisit the "Rules & Activities" section of our Team Canvas to address recent conflicts."

"As a Leader at [Company], require every new project team to complete a Team Canvas in their first week."

Working Agreements

A set of guidelines that a team voluntarily establishes for itself. These agreements outline how team members will work together to create a positive, productive process.

"As a PM for [Company], propose a working agreement regarding "How we handle urgent feature requests" to protect the sprint."

"As a Scrum Master at [Company], facilitate a session to refresh our Working Agreements because we are missing standups too often."

"As a Leader at [Company], publish "Leadership Working Agreements" to model healthy behavior for the organization."

World Cafe

A structured conversational process for knowledge sharing in which groups of people discuss a topic at several tables, with individuals switching tables periodically to cross-pollinate ideas.

"As a PM for [Company Name], use World Cafe to gather requirements from 50 stakeholders in 2 hours."

"As a Facilitator at [Company Name], organize a World Cafe to discuss "Improving Quality" across 5 scrum teams."

"As a Leader at [Company Name], use World Cafe to cascade the new strategy and get feedback from the entire company."

5 Whys

An iterative interrogative technique used to explore the cause-and-effect relationships underlying a particular problem. The goal is to determine the root cause, not just treat symptoms.

"As a PM for [Company Name], identify the real reason users are dropping off using 5 Whys."

"As a DM for [Company Name], find out why the production environment crashed using 5 Whys."

"As a Leader at [Company Name], investigate why our retention is dropping by asking 5 layers of "Why"."

A3 Thinking

A structured problem-solving and continuous-improvement approach using a single sheet of ISO A3-size paper. It forces conciseness and logic.

"As a PM for [Company Name], propose a new feature using an A3 one-pager."

"As a DM for [Company Name], solve a recurring process issue using A3."

"As a Leader at [Company Name], mentor others in logical thinking using A3."

Fishbone Diagram (Ishikawa)

A visualization tool for categorizing the potential causes of a problem in order to identify its root causes. It looks like a fish skeleton.

"As a PM for [Company], lead a Fishbone session to find the root cause of our declining user retention."

"As a DM at [Company], use a Fishbone diagram in the retro to dissect why the release failed, looking beyond just "human error.""

"As a Leader at [Company], ask teams to present a Fishbone analysis along with any request for additional headcount."

Gemba Walk

An activity where management goes to the front lines (Gemba) to look for waste and opportunities. The objective is to understand the value stream and its problems directly, not via reports.

"As a PM for [Company Name], walk the user journey step-by-step."

"As a DM for [Company Name], review the code review process with the team."

"As a Leader at [Company Name], connect with teams on the "floor" to understand reality."

Heijunka (Leveling)

The leveling of production by both volume and product mix. It avoids peaks and valleys in workload, reducing Mura (unevenness) and Muri (overburden).

"As a PM for [Company Name], plan feature releases to avoid a "Big Bang" launch that overloads support."

"As a DM for [Company Name], smooth our sprint workload to avoid a week-2 rush and burnout."

"As a Leader at [Company Name], level the demand for shared resources across 5 teams."

JIT (Just-in-Time)

A management strategy that aligns raw-material orders from suppliers directly with production schedules to decrease waste and inventory costs.

"As a PM for [Company Name], define specs "Just in Time" for development."

"As a DM for [Company Name], make decisions at the last responsible moment."

"As a Leader at [Company Name], reduce inventory of "Unreleased Code"."

Jidoka (Autonomation)

Providing machines and operators the ability to detect when an abnormal condition has occurred and immediately stop work. It builds quality into the process.

"As a PM for [Company Name], auto-detect user errors in the form flow."

"As a DM for [Company Name], implement automated testing with human review."

"As a Leader at [Company Name], invest in "Built-in Quality" systems."

Kaizen (Continuous Improvement)

The philosophy of continuous improvement. It assumes that our way of life deserves to be constantly improved. In business, it means everyone, everywhere, improving every day.

"As a PM for [Company Name], use Kaizen to slowly optimize our user onboarding funnel."

"As a DM for [Company Name], identify one "1%" improvement we can make to our CI/CD pipeline today."

"As a Leader at [Company Name], reward small, incremental wins to build a Kaizen culture."

Obeya (Big Room)

Japanese for "Big Room." It is a form of visual management where all project information (metrics, risks, timeline) is displayed on walls to facilitate communication and decision-making.

"As a PM for [Company Name], set up a virtual Obeya for the program."

"As a DM for [Company Name], visualize dependencies on the Obeya wall."

"As a Leader at [Company Name], review portfolio status in the Obeya room."

PDCA (Deming Cycle)

An iterative four-step management method used for the control and continuous improvement of processes and products. It is the scientific method applied to business.

"As a PM for [Company], structure our next experiment for [Feature] using the PDCA cycle to ensure we actually learn from it."

"As a DM at [Company], teach the team that a Retrospective without the "Act" (Adjustment) phase breaks the PDCA cycle."

"As a Leader at [Company], enforce PDCA thinking in all funding requests—what is the hypothesis and how will we Check it?"

SIPOC

A tool used to define the inputs and outputs of one or more processes in table form. It is excellent for mapping dependencies and clarity before starting work.

"As a PM for [Company], create a SIPOC map for the [Feature Name] to ensure we haven't missed any upstream data dependencies."

"As a DM at [Company], use SIPOC to clarify the "Definition of Ready"—who supplies the inputs for our sprint?"

"As a Leader at [Company], use SIPOC to identify high-level value streams across departments."

Toyota Kata

Structured routines (Katas) for Improvement and Coaching. It focuses on practicing scientific thinking daily rather than relying on occasional projects.

"As a PM for [Company Name], practice daily discovery routines."

"As a DM for [Company Name], focus on daily improvement steps towards the goal."

"As a Leader at [Company Name], coach managers using the Coaching Kata."

Value Stream Map

A lean-management method for analyzing the current state and designing a future state for the series of events that take a product or service from its beginning to the customer. It exposes waste.

"As a PM for [Company Name], identify which product features are "Waste" and remove them."

"As a DM for [Company Name], map our code-to-deploy process to find "Waiting" waste."

"As a Leader at [Company Name], optimize our end-to-end customer onboarding value stream."

Disciplined Agile (DA)

A toolkit that provides simple guidance to help organizations choose their way of working (WoW) in a context-sensitive manner. It acknowledges that one process does not fit all.

"As a PM for [Company Name], select the appropriate lifecycle (e.g., Agile, Lean) for the project context."

"As a DM for [Company Name], facilitate a session to choose our team's Way of Working."

"As a Leader at [Company Name], promote enterprise awareness over sub-optimization."

DoD vs DoR

Quality gates in Agile. Definition of Ready (DoR) is the checklist for a story to enter a sprint. Definition of Done (DoD) is the checklist to release it.

"As a PM for [Company Name], ensure stories meet the Definition of Ready before the sprint."

"As a DM for [Company Name], hold the team accountable to the Definition of Done."

"As a Leader at [Company Name], standardize quality criteria across teams."

Kanban Method

A strategy for optimizing the flow of value through a process that uses a visual, pull-based system. Key practices include visualizing work and limiting Work In Progress (WIP).

"As a PM for [Company Name], manage the flow of discovery items upstream using a Kanban board."

"As a DM for [Company Name], set WIP limits to improve the team's cycle time."

"As a Leader at [Company Name], visualize the portfolio workflow using a Kanban system."

LeSS (Large Scale Scrum)

Large-Scale Scrum (LeSS) is a framework for scaling Scrum to multiple teams who work together on a single product. It minimizes prescription and maximizes experimentation.

"As a PM for [Company Name], manage a single Product Backlog for multiple teams to minimize local optimization."

"As a DM for [Company Name], facilitate a joint Retrospective for multiple teams sharing a product."

"As a Leader at [Company Name], descale the organization to support the LeSS structure."

Nexus Framework

A framework that binds together 3-9 Scrum Teams working on a single Product Goal. It focuses heavily on managing cross-team dependencies.

"As a PM for [Company Name], align goals across the Nexus to ensure a cohesive product increment."

"As a Scrum Master at [Company Name], participate in the Nexus Daily Scrum to resolve dependencies."

"As a Leader at [Company Name], resource the Nexus Integration Team adequately."

SAFe (Scaled Agile Framework)

Scaled Agile Framework (SAFe) is a set of organization and workflow patterns for implementing agile practices at an enterprise scale. It synchronizes alignment, collaboration, and delivery.

"As a PM for [Company Name], prepare Feature definitions for the upcoming PI Planning."

"As an RTE at [Company Name], coordinate the Agile Release Train to ensure synchronized delivery."

"As a Leader at [Company Name], implement Lean Portfolio Management to align strategy with execution."

Scrum Framework

A lightweight framework that helps people, teams and organizations generate value through adaptive solutions for complex problems. It relies on transparency, inspection, and adaptation.

"As a PM for [Company Name], refine the Product Backlog to ensure it is ready for Sprint Planning."

"As a Scrum Master at [Company Name], facilitate the Sprint Retrospective to drive improvement."

"As a Leader at [Company Name], support the Scrum process by removing organizational impediments."

Scrumban

A hybrid framework that combines the structure of Scrum with the flow-based methods of Kanban. Ideal for maintenance teams or product teams evolving from Scrum.

"As a PM for [Company Name], prioritize features continuously rather than in batch sprints."

"As a DM for [Company Name], transition the team from time-boxed Sprints to a flow-based pull system."

"As a Leader at [Company Name], support the team in evolving their process beyond standard Scrum."

Spotify Model

A people-driven, autonomous approach for scaling agile that emphasizes the importance of culture and network. It is not a formal framework but a model of how Spotify organized.

"As a PM for [Company Name], align my Squad to the broader Tribe mission."

"As a Chapter Lead at [Company Name], focus on the professional growth of my chapter members."

"As a Leader at [Company Name], structure the organization into Tribes to reduce dependencies."

XP (Extreme Programming)

An agile software development framework that aims to produce higher quality software and higher quality of life for the development team. Focuses heavily on engineering practices.

"As a PM for [Company Name], support the team's request to pair program to improve quality."

"As a DM for [Company Name], coach the team on Test-Driven Development (TDD) practices."

"As a Leader at [Company Name], invest in technical excellence to enable agility."

Burn-up Chart

A chart that tracks progress towards a project's completion. Unlike a burn-down chart, it clearly shows when scope has been added to the project.

"As a PM for [Company Name], use a Burn-up chart to visualize scope creep to stakeholders."

"As a DM for [Company Name], project the completion date based on the Burn-up trend."

"As a Leader at [Company Name], share the Release Burn-up with the board for transparency."

CFD (Cumulative Flow Diagram)

A cumulative flow diagram (CFD) is an area graph that shows the quantity of work in a given state, showing arrival, time in queue, quantity in queue, and departure.

"As a PM for [Company Name], check the CFD to see if the backlog is growing faster than delivery."

"As a DM for [Company Name], spot bottlenecks visually by looking for widening bands on the CFD."

"As a Leader at [Company Name], use the CFD to analyze the health and stability of the process."

Cycle Time

The amount of time that elapses from the moment work starts on an item until it is finished. It measures the speed of the team.

"As a PM for [Company Name], work to reduce the size of requests to improve Cycle Time."

"As a DM for [Company Name], analyze outliers in Cycle Time to find process bottlenecks."

"As a Leader at [Company Name], monitor Cycle Time as a key indicator of delivery capability."

DORA Metrics

Four key metrics defined by the DevOps Research and Assessment (DORA) group that indicate high software delivery performance.

"As a PM for [Company Name], balance speed (Frequency) with stability (Failure Rate)."

"As a DM for [Company Name], use DORA metrics to benchmark our engineering performance against the industry."

"As a Leader at [Company Name], invest in platform engineering to improve DORA scores."

Flow Efficiency

The ratio of time spent actually working on an item versus the time it spends waiting. High efficiency means less waste.

"As a PM for [Company Name], focus on reducing wait states (approvals, reviews) to improve efficiency."

"As a DM for [Company Name], measure touch time vs wait time to show where the process is broken."

"As a Leader at [Company Name], target a Flow Efficiency of >15% (industry standard is often <5%)."

Lead Time

The latency between the initiation and execution of a process. In software, it usually means time from "Customer Request" to "Release."

"As a PM for [Company Name], manage customer expectations based on historical Lead Time."

"As a DM for [Company Name], work to reduce waiting time in the system to improve Lead Time."

"As a Leader at [Company Name], focus on optimizing the entire system flow to reduce Lead Time."

Monte Carlo Simulation

A mathematical technique that generates thousands of possible outcomes based on historical data to predict future dates with probability. It replaces "gut feel" estimation with data.

"As a PM for [Company Name], use Monte Carlo to forecast a release date range with 85% confidence."

"As a DM for [Company Name], explain why a probabilistic forecast is better than a single date."

"As a Leader at [Company Name], assess the risk profile of the portfolio using probability."

Niko-Niko Calendar

A visual calendar where team members track their mood at the end of each day using a smiley face, stickers, or color codes. It detects burnout or frustration trends *before* the retrospective.

"As a PM for [Company], I see the team's mood dips every Thursday. Is this related to our weekly stakeholder review meeting?"

"As a Scrum Master at [Company], use the Niko-Niko calendar data in the Retro to discuss "Why was Tuesday so hard for everyone?""

"As a Leader at [Company], recognize that sustained "Red" days on the Niko-Niko calendar is a leading indicator of attrition."

Squad Health Check (Spotify)

A workshop to visualize the health of a team across multiple dimensions (e.g., Easy to Release, Fun, Support, Mission). It provides a balanced view of team morale and process health, going deeper than velocity.

"As a PM for [Company], use the Health Check output to understand why "Speed" is Red and what product decisions are slowing the team down."

"As a Scrum Master at [Company], facilitate a quarterly Squad Health Check to track trends in team morale and technical health."

"As a Leader at [Company], look at the aggregated Health Checks across tribes to find systemic organizational blockers (e.g., everyone is Red on "Deployment")."

Throughput

The number of units of information or items a system can process in a given amount of time. It is the primary metric for Flow.

"As a PM for [Company Name], track throughput to understand how many items we deliver per week."

"As a DM for [Company Name], monitor throughput trends to spot process degradation."

"As a Leader at [Company Name], balance the focus between Throughput (quantity) and Quality."

Velocity

A metric used in Scrum to measure the amount of work a team can tackle during a single Sprint. It is useful for capacity planning but should not be used for performance comparison.

"As a PM for [Company Name], use average velocity to plan the roadmap for the next quarter."

"As a DM for [Company Name], help the team stabilize their velocity to become predictable."

"As a Leader at [Company Name], use velocity for capacity planning, not for performance management."

WIP Limits

Constraints applied to the amount of work in progress (WIP) at any one time. Lower WIP leads to faster Cycle Time (Little's Law).

"As a PM for [Company Name], respect the WIP limit and do not push "just one more tiny task" into the sprint."

"As a DM for [Company Name], calculate the optimal WIP limit for our team size using Little's Law."

"As a Leader at [Company Name], apply WIP limits to the Portfolio (Project) level, not just the task level."

eNPS (Employee Net Promoter Score)

A metric to measure employee loyalty and engagement. It asks: "On a scale of 0-10, how likely are you to recommend working here to a friend?" It is a lagging indicator of culture health.

"As a PM for [Company], realized that low eNPS in the engineering team usually precedes a drop in product quality. How can we improve developer experience?"

"As a DM for [Company], track the "Sprint eNPS" (How likely are you to recommend this team?) to measure micro-culture health."

"As a VP of Engineering, our eNPS dropped by 10 points. Help me draft a town hall address to acknowledge the dissatisfaction and propose actions."

Assumption Mapping

A team exercise to identify and prioritize the assumptions underlying a new product or feature idea. It places assumptions on a 2x2 grid: Important vs. Known.

"As a PM for [Company Name], identify the riskiest assumptions in our plan for [Product]."

"As a DM for [Company Name], spike technical risks identified in the Assumption Map."

"As a Leader at [Company Name], de-risk our Q4 strategy by focusing on "Unknown/Important" areas."

Business Model Canvas

A strategic management template for developing new or documenting existing business models. It visualizes the entire business on one page.

"As a PM for [Company Name], draft a Business Model Canvas for our new AI service."

"As a DM for [Company Name], understand the wider business context for our work."

"As a Leader at [Company Name], pivot our business model by adjusting blocks in the BMC."

Crazy 8s

A core Design Sprint method. It is a fast sketching exercise that challenges people to sketch eight distinct ideas in eight minutes. It pushes past the first "obvious" idea.

"As a PM for [Company], run a Crazy 8s session with the engineers to generate UI concepts for [Feature]."

"As a Facilitator at [Company], use Crazy 8s to brainstorm 8 different ways we could improve our daily standup."

"As a Leader at [Company], force the strategy team to do Crazy 8s on "Revenue Streams" to break out of conventional thinking."

Double Diamond

A design process model popularized by the British Design Council. It consists of two diamonds: the first for research/definition (problem space) and the second for prototyping/delivery (solution space).

"As a PM for [Company Name], plan a Discovery phase for [Feature] before moving to Delivery."

"As a DM for [Company Name], integrate design sprints into the agile cadence using Double Diamond."

"As a Leader at [Company Name], ensure teams have enough time for the "Discover" phase."

Empathy Map

A collaborative visualization used to articulate what we know about a particular type of user. It externalizes knowledge about users in order to create a shared understanding of user needs and aid in decision making.

"As a PM for [Company], create an Empathy Map for our [Target Persona] to help the dev team understand the user's frustration."

"As a DM at [Company], create an Empathy Map for "Our Stakeholders" to help the team understand the pressure they are under."

"As a Leader at [Company], review the Customer Empathy Maps before approving the annual marketing budget."

Impact Mapping

A strategic planning technique that acts as a roadmap to the organization's goals. It prevents scope creep by ensuring every deliverable links back to a goal.

"As a PM for [Company Name], link proposed features back to business goals using an Impact Map."

"As a DM for [Company Name], prevent scope creep by checking if tasks map to an Impact."

"As a Leader at [Company Name], align the roadmap to organizational strategy using Impact Mapping."

Jobs to be Done

A theory that consumers buy products to get a specific "job" done. It shifts focus from demographics to needs and context.

"As a PM for [Company Name], write Job Stories for our core users to clarify their motivation."

"As a DM for [Company Name], focus the development team on the user outcomes, not just the output."

"As a Leader at [Company Name], shift the product strategy from personas to Jobs to be Done."

MVP (Minimum Viable Product)

Minimum Viable Product. A version of a product with just enough features to be usable by early customers who can then provide feedback for future product development.

"As a PM for [Company Name], define the smallest build to test hypothesis [X] for [Product]."

"As a DM for [Company Name], ensure the team builds for learning, not just for scale."

"As a Leader at [Company Name], support an iterative launch strategy over a "Big Bang"."

Opportunity Solution Tree

A visual representation of the paths you might take to reach a desired outcome. It helps teams visualize their discovery work and avoid latching onto the first solution.

"As a PM for [Company Name], build an Opportunity Solution Tree for [Outcome] to structure discovery."

"As a DM for [Company Name], track which experiments are validating our solutions."

"As a Leader at [Company Name], review the logic of our discovery process using the OST."

Prototyping

An early sample, model, or release of a product built to test a concept or process. It ranges from paper sketches (Low-Fi) to clickable mockups (High-Fi).

"As a PM for [Company Name], test paper prototypes with 5 users before writing code."

"As a DM for [Company Name], encourage the team to fail fast cheaply via prototyping."

"As a Leader at [Company Name], validate market demand before approving the full build."

SCAMPER

A checklist tool that helps you think of changes you can make to an existing product to create a new one. It forces lateral thinking.

"As a PM for [Company], use SCAMPER to brainstorm 7 radical variations of our current [Product Name]."

"As a Facilitator at [Company], run a SCAMPER workshop to help the team find creative solutions to technical debt."

"As a Leader at [Company], use SCAMPER to challenge the business model—what if we "Eliminated" our biggest cost center?"

Service Blueprint

A diagram that visualizes the relationships between different service components—people, props (physical or digital evidence), and processes—that are directly tied to touchpoints in a specific customer journey.

"As a PM for [Company], create a Service Blueprint to identify the "Backstage" points of failure in our user onboarding."

"As a Tech Lead at [Company], map the "Support Processes" (APIs, DBs) to the user journey to see where latency hurts experience."

"As a COO at [Company], use a Service Blueprint to identify operational silos that are causing customer delays."

Story Mapping

A method for arranging user stories to create a more holistic view of how they fit into the overall user experience. It creates a 2D map of the product.

"As a PM for [Company Name], create a User Story Map for the new checkout flow."

"As a DM for [Company Name], plan the next release by slicing the Story Map horizontally."

"As a Leader at [Company Name], use Story Maps to visualize the whole product for stakeholders."

Value Prop Canvas

A tool to ensure that a product or service is positioned around what the customer values and needs. It fits into the "Value Proposition" and "Customer Segment" blocks of the BMC.

"As a PM for [Company Name], map our product's pain relievers to the customer's pains."

"As a DM for [Company Name], ensure the features we build align with the Value Map."

"As a Leader at [Company Name], refine our product-market fit using the Value Prop Canvas."

2nd Order Thinking

Thinking beyond the immediate result (First Order) to the subsequent effects (Second and Third Order). "And then what?"

"As a PM for [Company Name], analyze the long-term impact of this price change."

"As a DM for [Company Name], assess the ripple effects of this architectural decision."

"As a Leader at [Company Name], evaluate the unintended consequences of the new policy."

6 Thinking Hats

A tool for group discussion and individual thinking involving six colored hats. It provides a means for groups to think together more effectively by separating modes of thinking.

"As a PM for [Company Name], use the "Black Hat" to explore risks for the new feature."

"As a DM for [Company Name], facilitate a retrospective using 6 Thinking Hats."

"As a Leader at [Company Name], run a strategy session ensuring all perspectives are covered."

FBI Stairs (Behavioral Change)

The Behavioral Change Stairway Model used by FBI negotiators. It emphasizes Active Listening and Empathy before trying to Influence behavior.

"As a PM for [Company Name], use Active Listening to build rapport with a difficult client."

"As a DM for [Company Name], resolve conflict between developers using the stairway model."

"As a Leader at [Company Name], influence peers by first establishing empathy."

First Principles Thinking

A basic assumption that cannot be deduced from any other proposition. Thinking from first principles means breaking a problem down to its basic elements and rebuilding it.

"As a PM for [Company Name], rethink the user problem from scratch, ignoring analogies."

"As a DM for [Company Name], solve a technical blocker by breaking it down to basics."

"As a Leader at [Company Name], innovate our strategy by questioning core assumptions."

Ladder of Inference

A model of the steps we use to make sense of situations and act. It helps us avoid jumping to conclusions based on biased assumptions.

"As a PM for [Company Name], check my assumptions about user behavior against data."

"As a DM for [Company Name], resolve a misunderstanding by walking down the ladder."

"As a Leader at [Company Name], challenge my own biases before making a decision."

Pareto Principle

The observation that for many events, roughly 80% of the effects come from 20% of the causes.

"As a PM for [Company Name], find the top 20% of features that drive 80% of value."

"As a DM for [Company Name], fix the top 20% of bugs causing 80% of the crashes."

"As a Leader at [Company Name], focus attention on the top 20% of clients."

Power/Interest Grid

A technique for categorizing stakeholders based on their power (authority) and interest (concern) regarding the project. It helps in planning communication strategies.

"As a PM for [Company Name], map key stakeholders for [Project] to plan communication."

"As a DM for [Company Name], ensure we are keeping high-interest stakeholders informed."

"As a Leader at [Company Name], identify key influencers who can support [Initiative]."

Pre-Mortem

A strategy where a project team imagines a future project failure, and then works backward to determine what potentially could lead to the failure.

"As a PM for [Company Name], imagine the launch failed 6 months from now—what went wrong?"

"As a DM for [Company Name], identify failure modes in our deployment plan."

"As a Leader at [Company Name], mitigate potential disaster for [Project] early."

RACI Matrix

A responsibility assignment matrix that maps out every task, milestone, or key decision involved in completing a project. It clarifies who does what.

"As a PM for [Company Name], define roles for the product launch using a RACI matrix."

"As a DM for [Company Name], clarify who is Accountable vs Responsible for [Task]."

"As a Leader at [Company Name], resolve role conflict between departments using RACI."

Salience Model

A model for classifying stakeholders based on three attributes: Power, Legitimacy, and Urgency. It helps identify who needs immediate attention vs who can wait.

"As a PM for [Company Name], identify "Definitive" stakeholders who need immediate attention."

"As a DM for [Company Name], handle urgent requests from "Dangerous" stakeholders carefully."

"As a Leader at [Company Name], manage the political landscape using the Salience Model."