We've been approaching learning backwards. Traditional training assumes knowledge transfer leads to behavior changes, but decades of failed transformation initiatives proves otherwise. The problem isn't that people can't learn, nor is it motivation or content - it's context; it's that learning is divorced from doing. The dojo is a return to how we naturally master complex skills: through immersion, repetition, and guided struggle with real challenges. Teams bring their real world work and constraints into the dojo and learning shifts from theoretical to tangible.

Teams face immediate pressures - delivering faster, improving quality, and managing technical debt, to name a few. Creating environments where teams can slow down to focus on understanding concepts, find clear direction in complexity, and build capabilities through guided repetition and practice gives teams the ability to navigate these and other challenges. Learning doesn't happen when we step away from our work; it happens when we learn to see our work differently.