Learn Judo Engineering
The challenge with traditional training is that it often happens in isolation from real work. Teams attend workshops, learn concepts, then return to their daily routines where those concepts get forgotten. What if there was a way for teams to learn judo engineering principles through their actual work, building the skills naturally while solving real problems?
This self-paced training program is designed to be used by teams as they work, not as a separate activity. It’s structured as a series of progressive exercises that build from basic concepts to advanced applications, with built-in assessments and checklists to track progress.
The beauty of this approach is that it works with human nature instead of against it. Instead of trying to change how people think, it changes how they work, and the thinking follows naturally.
Discover Your Judo Engineering Level
Not sure where to start? Take our Judo Engineer Mastery Level Quiz to discover your current level and get personalized learning recommendations.
Choose Your Path
We’ve created specialized workbooks tailored to different roles and challenges. Each workbook follows the same proven framework but uses examples and scenarios specific to your work:
- Startup Founders - Fundraising, product development, team building, and scaling challenges
- Engineering Managers - Team leadership, resource allocation, performance management, and organizational change
- Platform Engineers - Infrastructure, DevOps, Kubernetes, Terraform, and monitoring
- Software Engineers - Go programming, code architecture, testing, and development
- General Teams - Cross-disciplinary examples that apply to any role
The self-paced training framework
The program is built around four progressive levels, each designed to be completed over 2-3 weeks of normal work. Level 1 focuses on recognizing force vs leverage in daily decisions. Level 2 teaches constraint-based problem solving. Level 3 develops momentum-building strategies. Level 4 integrates all principles into advanced applications.
Each level includes specific exercises, reflection questions, and practical applications that teams can do during their regular work. The goal isn’t to add more work—it’s to change how existing work gets done.
Level 1: Force vs Leverage Recognition (Weeks 1-3)
Start by building awareness of when you’re using force vs leverage approaches. The “Daily Decision Audit” exercise asks team members to identify one decision each day where they defaulted to a force approach, then brainstorm how they could have used leverage instead.
The “Leverage Question Practice” exercise teaches teams to ask “What’s the smallest change that creates the biggest impact?” before starting any new work. This simple question shifts focus from activities to impact.
The “Force vs Leverage Journal” asks team members to document examples of both approaches in their work, building a library of real examples that the team can reference and learn from.
Level 2: Constraint-Based Problem Solving (Weeks 4-6)
Once teams recognize force vs leverage, teach them to embrace constraints as creative catalysts. The “Artificial Constraint Challenge” gives teams real problems to solve with artificial limitations—maybe they can only use existing tools, have half the usual time, or work with a reduced budget.
The “Constraint Reframing Exercise” teaches teams to see limitations as opportunities. When they encounter a constraint, they practice asking “How can this limitation actually help us find a better solution?” instead of “How do we overcome this limitation?”
The “Minimum Viable Solution” exercise asks teams to solve problems with the absolute minimum resources needed, then gradually add complexity only where it creates disproportionate value.
Level 3: Momentum-Building Strategies (Weeks 7-9)
Teach teams to build on existing energy and systems instead of starting from scratch. The “Existing System Audit” asks teams to identify what’s already working in their environment and how they can build on it.
The “Momentum Mapping Exercise” helps teams identify where energy already exists in their organization and how they can channel it toward their goals instead of fighting against it.
The “Incremental Improvement Practice” teaches teams to make small, strategic changes that compound over time rather than trying to implement large, disruptive changes.
Level 4: Advanced Integration (Weeks 10-12)
Integrate all principles into advanced applications. The “Judo Engineering Design Review” asks teams to evaluate all new work through the lens of the four principles before starting.
The “Leverage Opportunity Hunt” teaches teams to actively look for opportunities to apply judo engineering principles in their daily work, building the habit of constant improvement.
The “Team Judo Moments” exercise creates regular opportunities for team members to share examples of applying these principles, building a culture of continuous learning and improvement.
Self-assessment tools
Each level includes specific checklists and assessment tools that teams can use to track their progress. The “Force vs Leverage Ratio” helps teams measure how often they’re using each approach. The “Constraint Creativity Index” measures how well teams are finding creative solutions within limitations.
The “Momentum Building Score” tracks how effectively teams are building on existing energy and systems. The “Precision Focus Meter” measures how well teams are focusing on high-impact work rather than trying to solve everything.
Implementation guide
Start with a team commitment session where everyone agrees to participate and support each other’s learning. Assign a “Judo Champion” who facilitates the program and keeps the team on track.
Schedule regular “Judo Check-ins” where the team reviews progress, shares examples, and discusses challenges. These should be short, focused sessions that reinforce learning without adding significant overhead.
Create a “Judo Wall” or shared space where team members can post examples, insights, and progress updates. This builds visibility and accountability while creating a learning resource for the entire team.
Common challenges and solutions
The biggest challenge is maintaining momentum when the program isn’t mandatory. Solution: Make it part of regular work, not an additional activity. Focus on changing how existing work gets done, not adding new work.
Another challenge is measuring progress when the changes are subtle. Solution: Use the assessment tools regularly and celebrate small wins. The transformation happens gradually, but the impact compounds over time.
Some team members may resist the “touchy-feely” aspects of the program. Solution: Focus on practical, concrete exercises that directly improve work outcomes. Keep it results-oriented, not philosophical.
Success indicators
Look for evidence that team members are naturally asking leverage questions in their daily work. Watch for creative solutions within constraints and improved focus on high-impact activities.
Notice when team members start sharing examples of judo engineering principles in action. This indicates that the concepts are becoming part of the team’s natural language and thinking.
Measure improvements in work outcomes: faster problem resolution, better solutions within constraints, and increased focus on high-impact work. The goal is not just learning concepts, but improving results.
The transformation happens gradually, but the impact is profound. When teams stop fighting problems and start working with them, everything changes. Productivity increases, stress decreases, and the quality of solutions improves dramatically.
Get Started
Ready to transform your team’s approach to problem-solving? Choose the workbook that best fits your role and start with Level 1 exercises. Remember: the goal is to change how you work, not add more work to your day.