we want an adaptive, creative how do we organization. get there? - toyota kata … ·...

© Mike Rother Toyota Kata

We want an

adaptive, creative

organization.

How do we

get there?

1

© Mike Rother Toyota Kata 2

Managers,that’s how!

We want an

adaptive, creative

organization.

How do we

get there?

Mike RotherFebruary 2020

v1.2


But maybe not “managers” as we traditionally think of the role


TOYOTA KATA BASICS ARE OUT THERE

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It keeps growing andwe all keep learning!


DEVELOPING CRITICAL THINKING SKILLSIS A HOT TOPIC

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• In education

• In business

• In everyday life

WHY?


CONDITIONS SEEM MORE COMPLEX,LESS STABLE, AND LESS PREDICTABLE

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AS A RESULT, WE’RE HEARING ABOUT:

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CentralizationDecentralization

Fixed structuresFlowing structures

DecidingLearning & adapting

Empowerment of brainpower close to the action, where situational awareness is the greatest.

Teams get reshuffledas needed for tasks.

Having mindset and abilityto navigate uncertainty.


AS A RESULT, WE’RE HEARING ABOUT:

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Having mindset and abilityto navigate uncertainty.

TOYOTA KATA addresses this



IT’S ABOUT A PRACTICAL FORM OF SCIENTIFIC THINKING

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1. Acknowledging that our comprehension is always incomplete and possibly wrong.

2. Assuming that answers will be found by test rather than just deliberation. (You make predictions and test them with experiments.)

3. Appreciating that differences between a prediction and what actually happens can be a useful source of learning and adjustment.


SCIENTIFIC THINKINGAS A PREREQUISITE

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Has mindset and abilityto navigate uncertainty.

Scientific Thinking



How do you get everyoneto think and work scientifically,

so you can decentralize andgive greater autonomy?

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UNFORTUNATELY, SCIENTIFIC THINKINGDOESN’T COME NATURALLY TO US

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Scientific thinking is not our default mode:• We have cognitive biases, which are useful

when fast reaction is most important, but cause decision-making mistakes.• We make assumptions & jump to conclusions.


WE CAN’T HELP IT. IT’S AUTOMATIC, SUBCONSCIOUS AND FAST.

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Seewhere you are now

Set your next

target condition

Get the direction or challenge

Move toward your next targetcondition by experimenting andadjusting based on what you learn

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Jumping to conclusions

Assumptions

WE FOUND A SCIENTIFIC THINKING PATTERNGETTING PRACTICED AT TOYOTA

As a countermeasure toour jump-to-conclusions nature


VisibleStuff

LessVisibleStuff

• Toyota’s results• ”Lean” tools & practices

1) A systematic, scientificway of thinking & acting

2) Managers teaching theirpeople this way of thinking

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IT’S A FOUNDATION FORTOYOTA’S SUCCESS, AND

MANAGERS TEACH IT


Managers develop scientific-thinkinghabits in their people, through

practice on real processes,goals and problems.

They’re teaching their peoplehow to think, not what to think,

in order to build greater adaptiveand entrepreneurial capacity in the

organization.

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WHY THE MANAGERS?

SupervisorsTeamLeaders Managers

Managers are there every day and teach a way of thinking and acting, whether they realize it or not. They are the primary actors who spread and perpetuate an organization’s culture.They are also the link between the strategic policy level of senior leaders and execution in the rest of the organization

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LIKE ANY SKILL AND HABIT,SCIENTIFIC THINKING

TAKES PRACTICE

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Most of acquiring scientific thinking comes from the process of applying it. It won’t make much sense until there’s been some experiential learning.


DAILY PRACTICEIf you practice only occasionally and the rest

of the time itʼs business as usual, then what youare actually practicing is business as usual.

So the practicing should become part of normal daily work. 20 minutes a day is better than two hours once a week

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COACHED PRACTICEThe coach provides corrective feedback.

Otherwise learners will naturally (& unconsciously)practice a version of their existing habits.

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Daily coaching for everyone? The manager may bethe only person in an organization available to do this!


THE BAD NEWS:A limiting factor for creating scientific thinking

skill, mindset and culture in an organizationis how many proficient coaches it has.

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You don’t needto train everyone! Train the managers.

The managers train their teamsas part of their normal daily work

THE GOOD NEWS:Managers are a leverage point

in the organization


• Is the manager aware of their responsibility?• How does the manager learn?• Who coaches the manager?

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OBSTACLES


One place to start might be to tell managersthat the responsibility of imparting scientific

thinking to team members is theirs.

MANAGERS AS“TEACHERS OF ADAPABILITY”

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AN INTERESTING POINT ABOUT THE GM FREMONT à NUMMI TRANSFORMATION

NUMMI hired new managers, and:§ Sent them to Japan for a few weeks of immersion

and training.§ Gave them intense on-the-job coaching (often

with a 1:1 coach/learner ratio) for a long time.

When the closed GM Fremont plant was re-opened as NUMMI, the former GM workers were re-hired, but the managers were not.


Competence/Capability

Confidence

Based on the“Dunning-Kruger Effect”

Any beginner tends not to recognize howunskilled they are, and to be overconfident.

I get it.I understand.I’ve got this.

WE OVERESTIMATE OUR ABILITIES

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• Does the manager know how to apply scientific thinking?• Does the manager know how to coach?


IN SKILL DEVELOPMENT, STARTWITH SMALL PRACTICE ROUTINES

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Building-block practice routinesto help you learn fundamentals

STARTER KATA = A STARTING POINT

In our case for Scientific Thinkingand Coaching Scientific Thinking

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6 STARTER KATAFOR THE LEARNER

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2 STARTER KATAFOR THE COACH

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And they are a useful assist for team leaders, supervisors and managers.

STARTER KATA HELP SCALE THETRANSFER OF SKILL & MINDSET

Starter Kata are especially useful when you want to create a shared culture. Everyone starts with the same basics.

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ß Daily Coaching Cycle à

What you see here is not a “huddle.” It is a 20-minute practice session to develop patterns of thinking … in both the learner and the coach.


STARTER KATA PLAY WELL WITHMETHODS YOU ALREADY USE

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The experimentingrecord

Steps ofprocess analysis

Steps to establishing

a target condition

Obstacleparking lot

Coaching cycles withthe 5 Coaching Kata

questions

Understand the direction or challenge

They’re practice routines for building specific skills.Example: Integrating SK with A3


How do I add this tomy already full day??!

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OVER TIME, COACHING GETS EASIER AND MORE PRODUCTIVE FOR THE MANAGER


Then they can build on thefundamental patterns they learned

and develop their own style

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YOU CAN CHANGE THE WORLD!

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How?


NOTICE THAT WE ACQUIRE MANYHABITS OF MIND AT WORK

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Organizations may be the world’s biggest classroomand the managers are the teachers!

Today:Prac t i c i ng

s c i e n t i f i c t h i nk i ng


THE TK CODE

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• Conditions are unpredictable.• Enjoy the learning zone.• Understand the direction, grasp the

current condition, establish a target condition, experiment toward the target condition.

• Beginners practice Starter Kata exactly.• Have a coach, be a coach.

we want an adaptive, creative how do we organization. get there? - toyota kata … ·...

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