Shadowing
Shadowing is a field assignment in which one person accompanies someone else through half a day to a full day of their work purely to observe, ideally a stranger from an unfamiliar area. A closing interview with that person and a structured personal debrief turn what was seen into insight for the observer's own challenge. Shadowing as such is a generic observation practice; the procedure described here follows the version in Otto Scharmer's Theory U and the Presencing Institute toolkit.
Facilitation script
- 1
Morning preparation alone: write down your purpose, the assumptions you want to drop and the best outcome for you and for the person you shadow.
15 min - 2
Shadow the person through their normal work. The timing here is for a half-day; on a full day this block grows to about seven and a half hours. Observe, take notes, collect questions and stay out of the way.
180 min - 3
Closing interview with the person about their path, their challenges and what blocks or helps them. Ask the questions you noted during the day.
45 min - 4
Personal debrief in your journal straight after leaving: key observations, implications for your own work, moments of discomfort or inspiration.
20 min - 5
Write and send a thank-you note that mentions something specific you learned.
10 min
Tips
Choose someone outside your own function and reporting line, since familiarity makes you see what you expect and hierarchy makes the other person perform.
Write observations and interpretations in separate columns during the day, and save your questions for the closing interview instead of interrupting the work.
In a programme, schedule a group session soon after the shadowing days so participants can compare what they saw while the notes are fresh.
Common pitfalls
The host arranges a special programme with presentations and introductions, so the observer sees a show and misses the ordinary day
The observer comments, advises or joins in during the day, which shifts attention to them and changes what happens
Shadowing a friend or a peer from the same function, where both share the same blind spots and little new is noticed
Putting off the journal debrief until the evening or the next day, after which the notes read as a list of events with the reactions already forgotten
Sharing details of what was seen or said without agreement, which breaks the confidentiality promised when the day was arranged and closes the door for later participants
Variations
In leadership programmes every participant does one shadowing day between modules and the cohort debriefs together afterwards, often in pairs first and then in plenary. Two participants can shadow each other in turn, which adds reciprocity but removes the stranger effect. A half-day is the minimum; shorter visits tend to show only scheduled meetings. Following someone through a day of video calls is possible but shows much less of the informal work. When a whole group wants to visit a place together, use a Sensing Journey.
Where it fits
When to use it
A leadership programme has time between modules and participants should learn from practice outside their own area
A manager is about to make decisions that affect a function whose daily work they have never seen
A change process is in its exploratory phase and individual team members can each bring back one outside perspective
Someone is moving into a new role or domain and wants to see the reality before forming a plan
Interviews have produced polished accounts and you want to see what people actually do during a day
When not to use it
You need an activity inside a workshop room. Shadowing is fieldwork between sessions, so use Role Playing or a Users Experience Fishbowl for in-room perspective-taking
A group wants to visit together. Use a Sensing Journey, since several observers following one person changes how that person behaves
The observer is the line manager of the person shadowed or has a say in their appraisal. The day becomes an inspection and shows nothing normal
The work involves confidential client, patient or personal data and consent from those third parties cannot be obtained
The purpose is to check a process against a standard. A Gemba Walk fits that better
Related methods
Frequently asked questions
What is Shadowing?▾
Shadowing means accompanying another person through part of their working day in order to observe and learn. The observer does not take part in the work. In the Theory U version the day ends with an interview and a written personal debrief.
How long should a Shadowing day be?▾
Plan at least half a day and up to a full working day, plus 30 to 60 minutes for the closing interview. Shorter visits rarely get past the scheduled, presentable parts of someone's work.
Who should you shadow?▾
Someone whose work is relevant to your challenge and whom you do not know, preferably in a different function, organisation or sector. Unfamiliar settings make it easier to notice things, and a stranger has less reason to manage your impression of them.
Is Shadowing a workshop method?▾
Not in the usual sense. It is an individual field assignment that takes place outside the workshop room, typically between two sessions of a programme. The facilitator's part is to brief participants beforehand and to run a group debrief afterwards.
What is the difference between Shadowing and a Sensing Journey?▾
Shadowing is one person following one other person for an extended period. A Sensing Journey is a small group visiting a place or organisation and talking with its people. Both come from the same Theory U toolkit and share the stance of observing and listening without judging.
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Try it freeMethod descriptions on Workshop Weaver are original content written by our team, based on established facilitation practices. This method was inspired by work from Presencing Institute / Otto Scharmer (Theory U).