This is a qualitative study that investigates a public organization where the areas of agility and knowledge management meet with a focus on the co-worker’s experience. There is currently not much research on knowledge management regarding organizations striving to work explicitly agile, especially not within the public sector. The purpose of this thesis is therefore to contribute with more knowledge and understanding of the co-worker’s experience of knowledge, learning and sensemaking linked to agile working methods in a public organization. Eight qualitative interviews were conducted and then analyzed using a thematic framework based on the agile manifesto through the lens of sensemaking and practice-based knowledge management. This study shows that the co-workers are basically positive to agility but experience obstacles along the way, such as lack of evaluation and the existing public sector hierarchy. The study also shows that the most substantial benefit that employees experience with agile methods is co-operating. The results also show that cooperation in the agile context contributes to sensemaking when people meet. The key findings are that co-workers experience agility as the opposite of bureaucracy and hierarchy and that knowledge sharing, learning and sensemaking are promoted by agile working methods which encourage cooperation between internal and external stakeholders.