Seven printable worksheets and diagnostics from the book, plus scenarios, retrospective formats, and a six-week book club on GitHub. Each one is a working tool, not a deliverable.
The book describes patterns. The companion is what those patterns look like written down: the five-question Drift Check from the front matter, the per-chapter diagnostics from Appendix A, conflict maps to externalise the disagreements you have not named yet, and retrospective formats for teams that have stopped surfacing the things that matter.
Seven worksheets are below as printable PDFs, mapped to specific chapters. Start with the Drift Check; it gives you a baseline for which of the others will be most useful. The full set, plus scenarios and the six-week book club, lives as editable Markdown on GitHub.
New to the book? Read the free sample chapter (PDF); the worksheets carry more once the framing is in place.
Formatted for filling in by hand on paper or in a PDF reader. Each is one practitioner's working tool, not a group activity sheet. The time to fill them in alone is the work. The first one is foundational. Run it first and you will know which of the others are worth your time.
A five-question diagnostic for the distance between what your organisation says it does and what it does in practice. Score it alone first, compare with one trusted colleague before acting. The lowest-scoring dimension points at the chapter, and the worksheet, most worth your next hour.
A worksheet for observing a standup the way you would observe a system you did not build. Sit through three consecutive standups as an observer, score five dimensions afterwards, and use three conversation prompts to surface what the team has agreed not to say in front of each other.
A two-sprint log of every request that reaches your team outside the normal planning process. Run it without announcing it. The goal is not to stop the side door. It is to see what it has been carrying, and what that says about the official one. Five analysis prompts after the log surface the one stakeholder conversation you can now have with data.
A short anonymous survey for a single team. Three statements, about velocity, the Definition of Done, and whether reports reflect what the team would say privately, each scored one to five. The point of the survey is not the score. It is the conversation that follows it, and what is now safer to say.
A worksheet for one person to externalise a multi-party disagreement. Forces you to write the parties, the tensions, what is not the problem, your own standing to intervene, and the conversation you have been avoiding.
A pairwise grid for mapping trust, alignment, and contact frequency between stakeholders in a complex situation. Surfaces coalitions and triangles that may not have looked like a pattern from inside the situation.
A short format for recording decisions made under disagreement. Captures what was deprioritised, who dissented, and the trigger that should reopen the decision later. Use it for the decisions that will be questioned six months from now.
The companion repository carries the rest. The full diagnostic toolkit from Appendix A: metrics audit, estimation health check, cross-functionality skill matrix, transformation health check, ownership maturity assessment, and more. Anonymised scenarios for coaching sessions and SPC-style training. Retrospective formats designed to surface, rather than smooth over, the disagreements that drive most failures. Filled-in examples of the worksheets above. A six-week book-club structure, and a contribution guide for new scenarios and translations. German especially welcome.
There is also a command-line version of the foundational Drift Check. drift-cli runs the same five-question check in your terminal, computes the score, and prints the interpretation. It makes no network calls and keeps every score on your own machine, because a check that gets reported upward stops measuring the gap and starts producing it.
Fill in the worksheets alone first. Compare with one trusted person before acting. The frankness required to fill them in usefully is incompatible with broad audience. They are working artefacts, not deliverables.
Use the scenarios with a discussion partner or a small coaching group. They are written without model answers; the disagreements that surface while working through them are the point.
If you adapt or translate a worksheet for your team, please share it back. The companion improves with every contribution from someone using it in a different organisation than mine.
Kyle