Discretion vs Framework Allegiance in Lean-Agile teams and enterprises

Executive Summary

This essay and workshop outline explores the limitations of rigid adherence to management frameworks and standard

operating procedures (SOPs) in public administration. Drawing from the theories of Robert Merton, Michael Lipsky, LaFrance and Day’s Target Model of Discretion, and Romzek and Dubnick’s accountability typology, it argues that both forms of allegiance can undermine value

delivery and adaptive decision-making. It introduces the Disciplined Agile (DA) mindset and Lean thinking as alternatives that prioritize context, value streams, and guided discretion.

The essay and training workshop outline concludes that discretion will always exist and should be understood, guided, and supported—not suppressed.