Change also brings opportunities
expedition agility
In the book Expedition Agility, you’ll find a variety of exercises designed to make the journey toward agility lighthearted and engaging. In each blog post, we highlight one of these practices to inspire you and invite you to experiment with it.
This time, we’re exploring the exercise “Change Also Brings Opportunities.”
Discover New Possibilities
Change often triggers resistance because it challenges us to let go of what feels familiar.
But what if we approached change as an opportunity — a chance to discover and add something new?
The exercise “Change Also Brings Opportunities” offers a playful and interactive way to explore this idea. By asking team members to make three small changes to their appearance — three times in a row — it becomes clear that change doesn’t just mean losing something, but also creating or adding something new.
This fun activity demonstrates that change isn’t only necessary; it can also be enjoyable and full of surprises. It’s a wonderful metaphor for change within teams and organizations: sometimes you discover far more possibilities than you first imagined.
The Exercise: Change also brings opportunities
- Ask team members to pair up and stand facing each other. Look at each other for a moment, then turn around so you’re standing back to back.
- Each person changes three things about their appearance. Wait until the signal is given, then turn around at the same time.
- Tell your partner what you notice has changed about their appearance.
- Repeat the exercise twice more. Each time, participants must change three different things about themselves. You’ll notice it gets harder with each round — until people realize they can also remove or add things (for example, take off a watch, add a post-it, or borrow a colleague’s glasses).
- During the reflection, ask what insights this exercise brought up. Usually, people realize they can change much more than they thought. Point out that change isn’t just about loss — it’s also about adding new elements, opportunities, and perspectives.
- Observe what happens next: right before and during the reflection, many participants start putting everything back the way it was. You can share this observation with the group — it shows how strong our tendency is to return to the old state. But why should we? Change can actually be fun! Invite people to keep their new look as it is for a while — which often leads to some good laughter!
After completing the exercise, it becomes clear that change has much more to offer than we often realize.
The laughter and lighthearted moments during the activity reveal an important lesson: you can change more than you think, and it doesn’t have to be complicated or heavy. Adding new elements — instead of just removing old ones — opens the door to fresh possibilities and opportunities.
You may notice that many people quickly try to undo their changes afterward. This shows our natural tendency to return to what’s familiar. But why not embrace the new instead? Change can be refreshing — even fun!
Let this exercise be an invitation to look beyond what you might lose and focus on what you can gain through change. Who knows — it might just be the beginning of something even better.
Source: Expedition Agility
By: Els Verkaik, Edwin Clerkx & Jeroen Venneman
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From frustration to action
expedition agility
In the book Expedition Agility, you’ll find a variety of exercises designed to make the journey toward agility lighthearted and engaging. In each blog post, we highlight one of these practices to inspire you and invite you to experiment with it.
This time, we’re exploring the exercise “The Wall of Complaints.”
Venting — the healthy way
In times of change, frustration can easily build up within teams and organizations. Small irritations pile on top of each other, and before you know it, they start to affect the atmosphere.
Even though friends of change focus on making things a little better every day, sometimes it simply helps to let off some steam. Complaining isn’t necessarily a bad thing — as long as it leads to action.
The exercise “The Wall of Complaints” offers a safe and structured way to bring frustrations to the surface and turn them into concrete improvements. It’s an opportunity to clear the air, name the issues that deserve attention, and come up with solutions together. Instead of getting stuck on what’s not working, this exercise helps you create positive momentum toward real change.
The Exercise: The Wall of Complaints
- Invite a group of people to talk about the change initiative.
- Ask each participant to write down what’s not going well, what’s annoying them, or what they’d like to see done differently — one complaint per post-it note.
- Stick the notes on a large sheet of paper or a wall: this is your Wall of Complaints. Discuss what’s on the wall — that alone can be a huge relief.
- Once everyone has vented, take a step back and look at the wall critically. Group the post-its by theme, then discuss which themes are most important to address. Which ones have the biggest impact? Which cause the most friction? Give everyone three stickers to place on the themes they find most urgent. You’ll quickly see where the group’s priorities lie.
- Select one or two themes to focus on.
- Start brainstorming about the first theme. What could we do differently to reduce this frustration? Everyone writes their ideas on post-its — one idea per note.
- Post all ideas on a new sheet and discuss them. During brainstorming, every idea counts — no judging or debating yet. Ask questions only to clarify.
- Group similar ideas together. Then give everyone three stickers again to vote for the most promising solutions.
- Pick the top-voted solution and flesh it out together.
- Decide on the first concrete step you can take. Who will take the lead in making this happen?
After building your Wall of Complaints and sharing frustrations openly, you’ve not only released tension but also gained clarity about what truly matters. Grouping and prioritizing the complaints helps you see where the most energy is being drained — and where the biggest opportunities for improvement lie.
Brainstorming solutions shows that every problem can be solved, as long as the team is willing to take it on together.
The real power of The Wall of Complaints lies in transforming negative energy into constructive momentum. With a clear first step and support from your colleagues, complaining is no longer the end of the story — it becomes the start of a shared journey toward improvement and growth.
Source: Expedition Agility
By: Els Verkaik, Edwin Clerkx & Jeroen Venneman
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The power of invisible rules
expedition agility
The book Expedition Agility includes various working methods to tackle changing to agility in a playful, light-hearted way. Each blog article highlights one working method to inspire you and to experiment with. This time it is ‘this is how we do it’.
The unwritten rules
The culture of an organization is often hidden in unwritten rules, habits and quiet expectations. Only when we make these implicit behaviors explicit can we understand and address the real culture.
The ‘this is how we do it’ method helps teams to expose these hidden rules, so that an open conversation can be had about them. By shadowing teams and observing how they work together, who makes the decisions and what patterns occur, you gain insight into the deeper layers of the organizational culture.
This working method challenges teams to reflect on the questions they often don’t ask out loud. For example: what do you have to do to belong? And: how do we deal with criticism or change? The answers to these questions not only make the culture visible, but also offer the opportunity to consciously reflect on what works well and what needs improvement.
Format: This is how we do it
- Walk along with one or more teams where the change will start, for example the teams that will be the first to try out a new way of working. Observe how people work, how they work together, what the interaction patterns are, who determines what, what the pecking order and power relations are, etc.
- Name a number of questions to which the relevant teams will give ‘this is how we do it’ answers. Examples are:
– What do you have to do to fit in?
– What do you have to do to not belong? When are you out?
– What are we not talking about?
– Who or what always gets priority?
– How do we deal with compliments?
– How do we deal with people who are critical?
– What is our reaction when another change is announced?
– What makes us run faster?
– Who is actually in charge? - Invite the teams to discuss the similarities and differences in the answers. Also give your observations back to the team. You can ask questions such as: what is the strength of the team? What would we like to improve?
This working method makes it clear that culture is not only something that happens, but also something that we form together. By making the unwritten rules and silent patterns explicit, a shared awareness is created within the team about how they work together and which norms determine daily practice. This provides a valuable opportunity to reflect on what works and what doesn’t – and to jointly determine which elements of the culture should be preserved and which should change.
The strength of this working method lies in making the invisible visible, so that teams can not only grow in effectiveness, but also in mutual connection. The conversation that follows is a first step towards a more conscious, stronger and more open organizational culture.
Source: Expedition Agility
By: Els Verkaik, Edwin Clerkx and Jeroen Venneman
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Change starts with belief in your influence
expedition agility
The book Expedition Agility includes various working methods to tackle changing to agility in a playful, light-hearted way. Each blog article highlights one working method to inspire you and to experiment with. This time it is ‘cross the line’.
Making beliefs visible
Our beliefs provide a powerful compass for how we approach change, both personally and within a team or organization. They can help us move forward, but they can also block us if we hold on to limiting thoughts. The ‘cross the line’ working method is a playful and interactive way to explore what we really believe about our own role in change. By literally taking a step across a line, participants make their beliefs visible and negotiable. It is a powerful way to discover where the doubt lies and where the trust lies, both in yourself and in the organization.
This exercise provides a safe space to reflect on what you think you can change and helps participants to adjust their mindset: from ‘I can’t change anything’ to ‘I have influence’.
Format: cross the line
Our beliefs can hinder and strengthen us. To find out what beliefs we have when it comes to changing the organization, you can do the following working method:
- Divide the space in half imaginarily by drawing a line or make it with tape. Place a floor plate on one side of the line with YES on it and a floor plate with NO on the other side of the line.
- Ask everyone to stand. Then you ask the participants: ‘Do you believe you can change yourself?’ Ask participants to stand on one side of the line, depending on their answer (either the YES box or the NO box).
- Ask two or three people to explain why they are where they are. Usually it comes out, but you can also explain that you can continuously change and adjust your behavior.
- Then ask the question, “Do you believe you can change the team you’re a part of?” Ask the participants again to stand in the YES box or the NO box. Some will now cross the line.
- Ask two or three participants again why they are where they are or why they have changed subjects. Here too, it often comes out automatically, but you can explain that you can change the team by making an impact, setting a good example, holding retrospectives, making things negotiable, making proposals for other ways of working, etc.
- Finally, ask the group, “Do you believe you can change the organization you work in?” Participants again choose to stand in the YES or NO box.
- Again, ask two or three people to respond. Here too, if necessary, you can explain that it is about exerting influence and taking others with you. It’s like throwing a stone into the water: you can see the ripples in the water flowing wider and wider. That’s how it goes in organizations. But it starts with faith, the confidence that you can play a role in that.
At the end of the cross-the-line session, the deeper beliefs within the group become visible. The conversation that ensues not only shows where people have confidence in change, but also where they have doubts.
This method makes it clear that change starts with the conviction that you can make a difference yourself, no matter how small that difference may seem. Whether it’s personal change, influencing your team, or even transforming an entire organization – it all starts with believing in your own influence.
Like a rock thrown into the water, your actions spread and affect others. By raising this awareness, it becomes clear that everyone can play a role in change, if you only dare to believe that it is possible.
Source: Expedition Agility
By: Els Verkaik, Edwin Clerkx and Jeroen Venneman
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Take a moment to be amazed today
expedition agility
The book Expedition Agility includes various exercises to approach the transition to agility in a playful and lighthearted way. In each blog article, we highlight one of these exercises to inspire you and encourage experimentation. This time, we explore the exercise “Take a moment to be amazed today.”
Rekindle your curiosity
In the hustle and bustle of daily work, we often lose the ability to see our own organization with fresh eyes. What once seemed unusual or impractical has now become the norm. The way we work, the rules we follow, and the habits we have are rarely questioned. But what if we take a moment to consciously marvel at our surroundings?
The exercise “Take a moment to be amazed today” invites teams to look at their organization with a curious and critical perspective, as if stepping inside for the first time. By asking yourself and each other questions about why things happen the way they do, you can uncover hidden inefficiencies as well as creative solutions that often go unnoticed.
Exercise: Take a moment to be amazed today
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Try looking at your organization as if you were seeing it for the first time. Ask yourself why things are done the way they are.
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Investigate and discover the oddities in your organization—things that have become normal but might not be normal at all. For example: always needing consensus for every decision, consistently missing deadlines, or accepting that agreements are not followed (because, well, it happens, right?). Or the unquestioned acceptance of fixed remote workdays where someone never comes to the office.
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Pay special attention to the “desire paths” in your organization—the unofficial shortcuts people take that aren’t documented in processes and procedures. What detours are being made to speed things up or bypass obstacles?
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Ask yourself a different kind of question: What isn’t being talked about? What are the recurring topics in your organization, and what stays out of sight? Consider aspects like customers, employees, budgets, results, satisfaction, culture, and behavior. What does this say about your organization? Why might this be the case? And what could change if these topics received more attention?
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Dive into your colleagues’ needs. Are they openly expressed? Do these needs align with the organization’s agility goals, or are they in conflict? How could you bridge that gap?
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Examine your work processes. What causes slow decision-making, delayed delivery, and resistance to change? Why is it so hard to improve?
After a day of curiosity, you’ll often come away with surprising insights. By investigating strange habits and illogical workflows with your colleagues, you’ll realize that much of what is considered “normal” is anything but. What starts as a playful exercise can spark valuable discussions about what is truly needed for your organization to become more agile and effective.
By using humor and laughing at quirks, you lower the threshold for change and create a safe space for transformation. The insights you gain can ultimately lead to concrete improvements, helping you make faster decisions, deliver results more efficiently, and adapt more easily to change. This exercise not only fosters a sense of wonder but also paves the way for growth and innovation.
Source: Expedition Agility
By: Els Verkaik, Edwin Clerkx, and Jeroen Venneman
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The Best Change Agent is a Power-Calimero
expedition agility
Last week, a great article about Expedition Agility was published in the Managementboek.nl Online Magazine. In this interview, we as Amigos – Els Verkaik, Jeroen Venneman, and Edwin Clerkx – share the journey that led to our book and the philosophy behind our work. We’d love to share some key insights with you.
Agility as a Journey of Discovery
Change is not a fixed plan with a checklist to tick off. It is a journey of discovery where you learn, adjust, and continuously seek new ways forward. This mindset is reflected in the Amigos model: a journey across six ‘islands’ – Agility, Mindset, Inspiration, Growth, Organization, and Sustain. This model helps organizations and teams embrace change in a playful yet structured way.
Making Change Enjoyable
We often hear that change feels complex and heavy. That’s why we approach it differently. Our methods incorporate exercises, game cards, and metaphors to make change more accessible. When you engage with change in a playful way, it sticks better—and becomes more enjoyable.
The Power of the Power-Calimero
One of the key messages in the interview is the role of the ‘Power-Calimero.’ While a regular Calimero feels powerless and dependent, a Power-Calimero takes control. They look for opportunities to improve, even in less-than-ideal circumstances. This is the mindset we aim to cultivate in organizations: you can always contribute to change, no matter how small your influence may seem.
Want to Read More?
Curious to read the full interview? Visit the Managementboek.nl Online Magazine and discover how Expedition Agility introduces a fresh approach to change.
Interested in how you or your organization can start working on agility? Visit www.amigos.nu to explore our training programs, exercises, and events!
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Focus on delivering value
expedition agility
Focus on Delivering Value
In the book Expedition Agility, you’ll find numerous exercises to help organizations transition to agility in a playful and engaging way. Agility is the ability of individuals and organizations to respond quickly and effectively to change, which is vital to remain relevant and successful in a constantly evolving world. Each blog in this series highlights one exercise to inspire you and encourage experimentation. This time, we’re diving into The Value Trophy.
Thinking in Terms of Value
Sharing results with stakeholders is an essential part of any team striving for agility. Feedback on results helps you determine whether you’re on the right track and adjust your course if needed. Typically, this is done through review or demo sessions. But what if we turned these moments into a vibrant and playful workshop?
The concept of The Value Trophy revolves around celebrating delivered value rather than simply checking off completed tasks. By shifting the focus to customer or organizational value, teams are encouraged not only to reflect on what they’ve accomplished but also on what it has achieved. This creates a healthy competition that is both motivating and increases awareness of the impact of their work.
The rotating trophy—The Value Trophy—adds an extra layer of excitement, with the team that delivers the most value earning the honor of taking it home.
Exercise: The Value Trophy
Here’s how you can implement The Value Trophy workshop:
- Organize the Workshop
- The workshop is hosted by and for the teams, with at least 25 participants for optimal engagement.
- Plan Presentation Slots
- Arrange five 10-minute time slots where teams can showcase the value they’ve delivered.
- This could include experiments they’ve run, new or improved features, successes achieved, or even mistakes made—value can come from many places!
- Keep it Short and Engaging
- Limit team presentations to 10 minutes to match the average attention span for a presentation. Use music or sound cues to mark the end of each slot.
- Encourage Interaction
- Teams should use interactive formats like questions, statements, or other engaging methods to foster discussion. Keep it dynamic, fun, and impactful.
- Let the Audience Choose
- If you’re running parallel sessions, let the audience move to the session that interests them most.
- Vote for the Winner
- At the end, participants vote on which team delivered the most value and why. The team with the most votes wins The Value Trophy.
- Reflect Together
- Conclude with a group reflection on what was learned during the session.
Results that Matter
At the end of the session, it becomes clear that value is not just about what you’ve done but the impact you’ve created. Teams shift from task completion to focusing on delivering meaningful results.
This exercise brings a playful and competitive edge to reviews and demos, giving teams a chance to reflect on what truly matters: the value added for customers and the organization. By voting and reflecting as a group, you create an environment where successes and lessons are openly shared. Winning the trophy becomes more than just recognition—it’s a motivator for teams to continuously improve and deliver impactful work.
Source: Expedition Agility
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The carpet of connection
expedition agility
In the book Expedition Agility, you’ll find numerous exercises designed to tackle the shift toward agility in a playful and lighthearted way. Each blog article highlights one of these exercises to inspire you and encourage experimentation. This time, we’re diving into the exercise called “The Carpet of Connection.”
Barriers and Obstacles
In many teams, barriers and obstacles sneak in unnoticed, preventing members from responding effectively. This exercise helps you address these barriers, enabling you, your team, and your organization to become more agile.
Barriers and obstacles are often accepted as “just the way things are” and fade into the background. No one mentions them anymore, and sometimes they seem to be swept under the proverbial carpet. This pattern can create a culture of stagnation, where the discomfort of change seems greater than the benefits of progress.
However, this situation offers an excellent opportunity to dig deeper into some critical questions. Why don’t we talk about these obstacles? What underlying fears or unspoken concerns are holding us back? By initiating these conversations, teams can not only identify barriers but also begin actively working to remove them.
Using the exercise “The Carpet,” you can explore the unspoken obstacles in your team in a playful and visual way. Together, you’ll make visible what often remains unsaid and take steps toward meaningful change.
Exercise: The Carpet
Organize a team session with a group that has started adopting an agile way of working. Ensure you have an actual carpet for the session. Don’t have a carpet? A bath mat will do!
- Identify barriers. Ask the team to identify barriers or obstacles that are currently preventing the quick delivery of value. Write each one on a separate sheet of paper (A4) and slide these under the carpet.
- Discuss what’s hidden. Talk about what lies under the carpet: which barriers or obstacles have been known for a while but keep getting swept under the rug?
- Choose one to address. Decide as a group which sheet of paper you’ll pull out from under the carpet to address the “unspoken” conversation. You don’t have to tackle everything at once; it’s already a win if you bring one issue to light and take action on it.
- Ensure a safe environment. Agree that the unspoken conversation will take place in a safe space. Only what the group agrees to share will be communicated outside the room.
- Reflect on the reasons. Ask the following questions as a group:
- Why was this barrier swept under the carpet?
- Why is it painful to bring it to light?
- Who or what has been protected by keeping it hidden?
- What sustains this situation? In other words, why is it easier to leave things as they are?
- Share personal reflections. Invite team members to reflect on which answers impacted them the most. Share these insights with the group.
- Return to the original issue. Bring the insights back to the original problem. Are you willing to truly solve this issue?
- Take action. Solve what can be solved, using questions like:
- What could we do more or less of?
- What should we stop doing?
- What should we start doing to address or resolve this barrier?
A Shift Beneath the Carpet
When teams find the courage to look beneath the carpet, something extraordinary happens. Barriers that once seemed invisible take shape and become topics of discussion. More importantly, the team reflects on the deeper causes: why were these obstacles hidden for so long?
By consciously engaging in this process, not only does the team’s agility grow, but a culture emerges where members are open about barriers and actively work on solutions. This approach creates space for genuine progress, where everyone contributes to an environment where obstacles are no longer swept away but are instead tackled head-on.
The carpet no longer symbolizes something that conceals but rather something that connects and opens up possibilities.
Source: Expedition Agility
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