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Dojo Practitioner
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A beginner learning the basics of work imitation. Their actions may be overly obvious at first, but with experience they evolve toward mastery.
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Dojo Strategist
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Responsible for managing expectations of external stakeholders (such as leadership or clients) in order to buy time for real work.
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Dojo Moderator
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Ensures that Dojo processes do not interfere with actual tasks and delivery.
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Dojo Coordinator
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Manages processes so the entire team remains synchronized and maintains balance.
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Dojo Sanitar
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Prevents the situation where the entire team fully switches to Dojo and forgets about real work altogether.
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Dojo Suggestion Manager
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A master of generating ideas and proposals that are often impossible to implement. Produces an endless stream of initiatives, each sounding impressive but requiring unrealistic resources or lacking connection to reality.
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Dojo Architect
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Designs complex but essentially useless systems that help divert attention away from real problems.
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Dojo Philosopher
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Studies and formulates Dojo ideology as part of corporate culture.
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Dojo Master
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An experienced employee capable of guiding less experienced colleagues and creating the illusion of progress with minimal visible effort.
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Dojo Sensei
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An expert who teaches the team the art of Dojo, turning the practice into a strategic advantage.
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Dojo Advocate
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Defends the team by justifying pauses, delays, or distractions as necessary strategic decisions.
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Anti-Dojer
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A person who deliberately identifies and dismantles Dojo processes, demanding real productivity.
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Dojo Critic
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Evaluates Dojo processes to identify weaknesses and propose improvements. Often works alongside the Anti-Dojer to find balance and understand how to Dojo correctly.
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Dojo Veteran
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A seasoned employee who has passed through all stages of Dojo mastery and now possesses deep knowledge of work imitation. Knows all nuances and tricks of the process, manages effort efficiently, and shares experience with others. Serves as a role model for newcomers.
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Dojo Workhorse
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A person who balances real productivity with activity imitation. Maintains high visible activity while still delivering meaningful results. Works hard and efficiently, demonstrating busyness without sacrificing actual outcomes.
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Basic skills of activity imitation, such as writing simple reports or participating in discussions without real contribution.
Mastery of “busyness” techniques, including an overloaded calendar, endless meetings, and the use of complex terminology.
Involving colleagues in Dojo processes, initiating discussions and creating group tasks that appear important.
Manipulating colleagues into performing decorative tasks that create the appearance of working on more critical matters.
Diverting attention from complex problems by shifting the team’s focus to simpler but visually impressive processes.
Designing systems and processes that look productive but have no practical value.
Engaging external parties—such as clients or consultants—to maintain the appearance of progress.
Complete masking of inactivity; transforming Dojo into an art form and creating the illusion of being a key contributor.
Managing Dojo processes at team or company level, embedding them into corporate culture.
Absolute mastery of Dojo philosophy; controlling processes through ideas without participating in execution.