Observing

[Under development]

Relationship to Gemba walking and skipping levels.
Is key to an open organization.
Observing must not become micromanagement. Must be supportive and dialectic - not critical or judgmental.
An observer can - and should - suggest things, as long as they encourage open, honest, and dialectic discussion and the best idea tends to win.
Builds relationships between leaders and everyone else.
Relationship to participative leadership.
Importance of seeing things firsthand.
High risk activities require more observation - including when a leader is new (untested) or teams are inexperienced, or when a capability has never been created before and is complex or uncertain.