adapt-best-practice

name	adapt-best-practice
description	Use when the user wants to apply a practice but has specific constraints that differ from the canonical case — team size, industry regulation, budget, maturity level, technology stack, or organizational culture. Produces an adapted version that preserves the practice's core while fitting the user's reality.
source	Situational Leadership model (Hersey & Blanchard, 1969); Lean principles — adapt to context while preserving core value (Womack & Jones, "Lean Thinking", 1996); contextual design methodology (Beyer & Holtzblatt, 1997)
tags	["adaptation","constraints","customization","context","fit","situational","pragmatic"]

Adapt Best Practice

Customize a practice for specific constraints while preserving its core effectiveness.

Why This Is Best Practice

Adopted by: Situational Leadership (Hersey & Blanchard, 1969) is the canonical model for context-sensitive application — the same leadership approach applied uniformly across different team maturities produces worse outcomes than adapting to the situation. Lean manufacturing explicitly distinguishes between principles (non-negotiable) and tools (adapt to context) — Toyota Production System practitioners are trained to identify which is which before adapting. Contextual design methodology (Beyer & Holtzblatt, 1997) formalizes user-centered adaptation for design processes. Impact: Organizations that apply best practices without adaptation to their context show lower adoption and higher abandonment rates than those that receive context-appropriate versions (McKinsey Organizational Health research, 2017). The most common reason practitioners abandon practices is "it doesn't fit how we work" — which usually means the form, not the substance, was incompatible. Adaptation preserves adoption. Why best: The alternative — "apply the canonical practice or don't apply it" — produces two failure modes: abandonment when constraints make full compliance impossible, and compliance theater when people go through the motions without the core substance. Explicit Core/Adjustable/Optional classification makes the difference visible: what must stay, what can flex, and what can be skipped without breaking the practice's fundamental value.

Sources: Hersey & Blanchard (1969) "Management of Organizational Behavior"; Womack & Jones (1996) "Lean Thinking"; McKinsey Organizational Health Index research

Steps

Step 1: Identify the practice and constraints

From user input: "apply X but we're a 2-person team", "we're in a regulated industry", "we don't have budget for Y", "our team is new to this."

If the practice is named, match against installed skills. Missing-practice fallback: If the named practice does not exist in the installed skills index, do not invent one. Output:

Practice not found: [practice-name]
Closest match: [similar-skill-name] ([domain]) — is this what you meant?

If no close match exists: 'No installed practice matches [practice-name]. Run /discover-best-practices to find available practices for [domain].'

Do not proceed with adaptation until the source practice is confirmed.

If constraints aren't stated, ask ONE question:

What's the main constraint that makes the standard approach difficult?

Common constraint categories to listen for:

• Team size (solo / small team / large org)
• Industry regulation (healthcare, finance, legal, government)
• Budget / resource limits
• Technical maturity (beginner / intermediate / expert)
• Technology stack constraints
• Organizational culture (startup / enterprise / non-profit)
• Timeline pressure (needs to work this week, not this quarter)

Step 2: Classify each step of the practice

Read the matched skill's Steps section. For each step, classify:

Type	Definition
Core	Non-negotiable — removing this breaks the practice's fundamental effectiveness. The reason the practice exists.
Adjustable	Can be scaled, simplified, substituted, or done differently without losing core value. The form can change; the substance stays.
Optional	Adds value in the ideal case but can be skipped under constraints without undermining the core outcome.

Classification rubric:

• Core — step directly implements the practice's defining principle; removing it means the practice is no longer being applied (e.g., in TDD: 'write the test before the code' is Core — without it, it's not TDD)
• Adjustable — step implements the principle but the mechanism can vary by context (e.g., naming conventions, tool choices, team size thresholds)
• Optional — step adds quality or polish; the practice works correctly without it (e.g., adding inline comments, creating summary reports)

Test: ask 'If I remove this step, is the practice still being applied?' Yes → Optional or Adjustable. No → Core.

Core-step confirmation: Before adapting, explicitly state which steps are core (must be preserved) and which are context-specific (can be adapted). Show this to the user:

Core steps (preserved): [list]
Adaptable steps (context-specific): [list]
Adapting: [what will change and why]

This makes the adaptation principled rather than arbitrary — the user can see what's being treated as non-negotiable.

Step 3: Map constraints to adjustments

For each constraint the user has, identify:

• Which steps it affects (Core / Adjustable / Optional)
• What adaptation preserves the core while accommodating the constraint
• What is lost by the adaptation (and whether that loss is acceptable)

Present as a mapping table:

Constraint: [user's stated constraint]
  Affects: Step N ([Adjustable/Optional])
  Adaptation: [what changes]
  Trade-off: [what's lost — acceptable because: reason]

Step 4: Warn when a constraint compromises a Core step

If a constraint would require removing or fundamentally changing a Core step:

⚠ [constraint] conflicts with a core step of [practice].
Removing [step] would undermine the practice's primary value because [specific reason].
Proceed with adapted version? (y/n — or "explain the risk" for more detail)

If the user asks "explain the risk": describe the specific failure mode that occurs when this core step is skipped, with a concrete example if possible.

If all core steps would be removed by the constraints: don't adapt — redirect:

These constraints would remove all core steps of [practice].
The adapted version would not achieve [primary purpose].
Consider [alternative-practice] instead — it's designed for [constraint type].

Step 5: Present the adapted version

Show the full practice with modifications annotated inline. Every step must be labeled:

Adapted [practice-name] for [stated constraints]:

Step 1: [original step text] — ✓ unchanged
Step 2: [original step text] — adapted: [what changes and why, one line]
Step 3: [original step text] — ✗ skipped: [what's lost, why acceptable given constraint]

After the adapted version, summarize the trade-off in one sentence:

Trade-off: [what this adaptation gains] at the cost of [what it loses].

Rules

• Always label adapted steps — ✓ unchanged / adapted: / ✗ skipped — so the user knows what changed
• Never silently remove a Core step — always warn with Step 4 warning and get confirmation
• If constraints make the practice unworkable entirely, say so and redirect to an alternative
• Don't adapt to the point of inventing a new practice — if the adaptation diverges fundamentally from the original, name that explicitly
• The trade-off summary is required — don't leave the user guessing what they gave up
• Adaptation is not permission to skip hard parts — Core steps require a warning, not silent removal

Common Mistakes

Silent core step removal: quietly dropping a step that is Core is worse than not adapting at all — it creates the illusion of following the practice while missing its substance. Always warn.

Over-classifying as Optional: when uncertain, classify as Core. The cost of over-adapting (losing the practice's value) is higher than the cost of keeping a step that could technically be skipped.

Adapting form but not explaining why: "Step 2: adapted" with no explanation leaves the user unable to judge whether the adaptation is sound. Name what changes and why.

Redirecting when adaptation is possible: if even one core step can be preserved, adapt — don't give up and redirect unless all core steps are compromised.