Agile via HD

'For an Agile-Mindset through Holistic Dialogue'


Holistic Dialogue (HD) is an approach that can pave the way for Agile transformation as well as expose the existing blind spots for a supposedly agile-ready environment. HD allows individuals and groups to understand how to perceive things holistically, without any expertise. 

HD is a space for inquiry and exploration that can help individuals and groups function more effectively and efficiently. Meeting each other where we actually are, understanding, together, what might be standing in the way which often is, if not always, our individual separative thinking. Ultimately, listening ends up being a necessity rather than a mere requirement in an HD. Then and there, each participant discovers for themselves the magnitude of collective action.  

Challenges of Agile Transformation:

The Role of HD in Improving Agile Transformation:

HD In-Depth:

HD is a space for inquiry and exploration, transcending our psychological structures in real-time with absolutely no expertise needed. What makes HD very challenging yet effective is its understanding of how an individual and, consequently, a group of individuals function. Not through analysis of collected information and data but through the perception of what is taking place as a whole. The reason being, that once one implements knowledge in their own understanding, it becomes a limited structure through which one perceives, regardless of its background, relevance or even flexibility. Undermining an, often overlooked, innate ability to observe, which underlies our conjectures, opinions, conclusions, etc.

So if the Agile principles are to be shared as new information, then it will not lead to anything but a new set of rules and compliance-caused stress and rather a limitation on creativity instead of an enabling element for it.

The good news is that what makes Agile work is that it addresses, in Tripute’s view, an innate holistic quality in us humans and nature. Instead of being taught, Agile principles should be allowed to happen naturally, both for individuals and groups. HD is looking to give space to that quality, as it seems that it can be a very powerful agent of change.

Roles Involved:

One of the things that makes HD different is the deep understanding of thought and thinking. Traditionally we overlook the fact that we live our lives through the dominant thought process, so we do not question and inquire into it. Our conditioning is all there, expressed in thought. So the lack of this foundational understanding hinders and breaks down the dialogue, communication and the flow of living. So the facilitator's job is to help people understand what's happening and what might need to be looked at more closely. Having said that, the facilitator's role is not fixed, as an HD is not run by concrete roles. 

For more information about the facilitator’s responsibilities please navigate towards the end of this page

Generic HD procedure: 

To do that Tripute proposes two phases broken down into Frequency, Duration, Format and Rationale, followed by Ending notes.

This does not mean that the HDs in these phases are predictable in any sense but the way it begins. 



Duration of Each HD:

1 to 2 Hours



Considering our traditional manner of being, it might be advisable to start with something concrete and, throughout the HD, break our understanding of it down, clearing up psychological space for any potential originality and transparency to come about. 

The reason is that for some logical individuals, being introduced to a place with no defined logic / structure could be too much of a shock for any productive efforts. Through this phase we gradually ease the shock by inquiring into the terminology used in each principle, hence, the language we use, and its related meaning down to the belief system each person supposedly has.



To be agreed upon with the management team with a recommendation of the same frequency in phase 1 which is: 

Duration of Each HD: 

1 to 2 Hours


Each weekly and monthly HD will start with no agenda but the opening talk by the facilitator and the maximum duration of the meeting. 


If our perspective is in fact correct, then any structure or formula to bring about the Agile principles cannot go very far. Also, having self-managed teams is part of the Agile principles. So, any imposed formula is a directive that did not come from the team itself.

As noted earlier, this is a near-impossible task - to function in freedom from any system of operation. It is unimaginable but definitely observable. Hence, a learning of a different kind is necessary. Not the traditional kind driven by goals, targets and accumulation of knowledge and experiences. Such a traditional learning breeds compliance no matter how rational it sounds, psychologically speaking. 

The problems of the individual need no expertise or accumulation of knowledge because all that does is nothing but clutter the brain even more. So, having a conversation, AKA a dialogue, that depopulates, in real-time, rather than populates the psyche with content/concepts is key for holistic perception. Then action is not a mere idea that needs implementation but an already executable happening, hence, Agile. Our requirements and requests are changing rapidly making having a clear mind a daily necessity. 


With regards to the two phases, it depends on how open and resilient our people are. The more pragmatic, and of a hierarchical attitude we are, the more phase 1 is likely to be the maximum, yet it is not expected to go about as deep and wide as phase 2. We have to play with the cards we are dealt. So choosing between 1 and 2, between starting with 1 or going straight to 2 should be discussed with the management.

The manifesting material results are to be observed through the work and daily interactions. As for the immediate effects, it depends from one individual to another. Also, this process, with time, might lead to filtering out individuals who are typical followers - where they can be placed in better suited roles / positions.

This is not a service that Tripute provides but rather a temporary partnership because nothing would happen unless all parties are fully immersed, especially since this endeavour is quite unpredictable and has potential to change things fundamentally in ways that might even surprise the executive team themselves.

Together we can begin to reverse the ridiculous failure rate of agile transformation and break free from the traditional way of doing and seeking things. Through going directly into the core of the matter: the individual’s perception and system of operation, we could, factually, outgrow our animalistic heritage.

Lastly, here are a few ways to take this forward in case there is still any unanswered doubt or concern: 

Initiate a request and make sure to check the Spam folder under your email address for our reply


It's important to note that the role of facilitator is not fixed and should be tailored to the specific needs of the group and the organization in the field and in real-time.

You can tune in to one of our podcast addressing the same grounds here.