TEACHING THE IMPROVEMENT KATA - CETPM...© Mike Rother! KATA WALKS! 8 THISHELPSGETUSTHROUGHTHEDAY# Ourmindsubconsciouslyﬁllsinblanks,# because#gaps#mean#we#would#have#to#think hardabouteachcircumstance

© Mike Rother! KATA WALKS!

T E A C H I N G T H E IMPROVEMENT KATA

By Mike Rother

Deliberate Prac3ce to Develop Scien3fic Mindset

© Mike Rother! KATA WALKS! 2

The Process of Making it Real

Transforming our thinking and ac3ng

THIS PRESENTATION

Modern Management Concepts

a) A bit about scien&fic thinking b) How can we change our thinking?

-‐ Systems Thinking -‐ Learning Organiza5on -‐ Lean Thinking


READ WHAT YOU SEE

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Kön n Si as les n?


Our amazing brain filled in the blanks!

Kön n Si as les n?

READ WHAT YOU SEE


VQREJLIGE SGHI ÜSSE

READ WHAT YOU SEE


But our brain filled in the blanks here too

VQREJLIGE SGHI ÜSSE

READ WHAT YOU SEE


OUR NATURAL BIASES What each of us sees and thinks is affected by subconscious biases that all of us naturally have.

These things happen without us realizing it

• Our brain tries to make sense of unfamilar informa5on by automa5cally filling in the blanks.

• Our neural mechanisms are tuned to focus on the immediate surface aspects of situa5ons.

• We tend to state untested assump5ons as facts.


THIS HELPS GET US THROUGH THE DAY

Our mind subconsciously fills in blanks, because gaps mean we would have to think hard about each circumstance, which overwhelms our brain's processing resources.

Being able to judge quickly gets us through the day. Imagine if you had to think consciously about everything!

But that’s also where trouble can begin.


Whether in business, poli3cs or daily life, we oWen think the best way forward is to deliberate over answers and arrive at a consensus. (E.g., “Let’s have a mee3ng.”)

Unfortunately this unsystema3c and unscien3fic approach is useful only in simple cases, where the same path has been traveled before. And even then it's ques3onable.

THE 'DELIBERATING' APPROACH IS QUESTIONABLE

Delibera3ng over correct answers oWen won't get us to a good answer.

A more effec3ve way of thinking and ac3ng can be taught!


THE THRESHOLD OF KNOWLEDGE

There is always a Threshold of Knowledge, which is the point at which we have no facts and data and start guessing.

(It's oNen difficult to spot because our brain is filling in knowledge gaps.)


WHAT TO DO AT A THRESHOLD OF KNOWLEDGE 1) Acknowledge the TOK. (difficult, un3l you get into the habit) 2) Stop... see further by experimen3ng.

A scien3fic process only confirms or refutes; it doesn't define or limit what is possible ahead of 3me.


EXPERIMENTING YOUR WAY FORWARD


SO WHAT SHOULD A MANAGER DO?!

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FOCUS ON HOW PEOPLE ARE WORKING!

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Perhaps the most important thing for a manager to focus on is not the content of what their people are working on, but the paAern of thinking & ac&ng they u3lize as they work.


A SCIENTIFIC PATTERN FOR MANAGERS TO TEACH: THE IMPROVEMENT KATA

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Illustra5on from the Improvement Kata Handbook


A kata is a structured rou3ne you prac3ce deliberately so its pafern becomes a habit and leaves you with new abili3es

Why does having a kata mafer?

It’s a way of transferring skills and developing mindset in a team or organiza3on!

WHAT'S A KATA?


LET'S TRY IT


THE IK IS A SCIENTIFIC PATTERN WITH STRUCTURED PRACTICE ROUTINES

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The Improvement Kata doesn't just model a way of working, it includes structured prac&ce rou&nes to make the pafern teachable and transferrable, especially for beginners.

Prac3cal Applica3on

This makes the Improvement Kata & Coaching Kata different from other new management concepts.

Those concepts may be correct, but they lack a way of opera3onalizing them through deliberate, structured, learn-‐by-‐doing prac3ce.


THE IMPORTANCE OF STRUCTURED PRACTICE ROUTINES


WITH THIS THE MANAGER BECOMES A TEACHER / COACH


LET'S TAKE A LOOK


THE VIDEO SHOWS A "COACHING CYCLE" In Step 4 of the Improvement Kata

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The Learner has already done this part


TWO FORMS YOU'LL SEE

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Forms available on the Toyota Kata Website

Learner's Storyboard


THE FIVE-‐QUESTION CARD USED BY THE COACH

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Card is turned over to reflect on the last step / experiment

Back of card -‐ Reflec&on Sec&on

The Five Ques3ons provide a structured, scien3fic rou3ne for both the Learner and the Coach


Science! SMALL, RAPID EXPERIMENTS

ADVANCE YOUR KNOWLEDGE QUICKLY

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Current Condition

Target Condition


DEVELOPING A META HABIT THROUGH PRACTICE

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WHAT you’re working on: The focus process provides the content HOW you’re working: The Improvement Kata provides the form


THE MANAGER NEEDS TO HAVE EXPERIENCE WITH THE IMPROVEMENT KATA!

The prac3ce of management

is here


SUMMARY

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MANAGERS ARE AN ORGANIZATION'S TEACHERS Whether consciously or not, with their

everyday words and ac3ons all managers teach their people a mindset and way of opera3ng


THE ROLE OF MANAGERS IS CHANGING And they can use our help

There was a 3me when a manager’s job was to organize the work, assign the right people to the necessary tasks, monitor the results and ensure the job got done as ordered. A main focus was task efficiency.

Today’s more complex and dynamic environment means managers have to work with their people not just to maximize task efficiency, but to develop and apply skills for achieving new goals and mee3ng challenges along unpredictable paths.


THE SHIFT IN MANAGEMENT From commanding & controlling people, to developing their

problem-‐solving capability while working on real goals

Company provides workplace of choice

Employees enable company's success

Afract and retain people

Winning business results

Managers Develop and Guide People


How to prepare an organiza3on for the future when we don't know what the future will bring

THE TOYOTA KATA BOOK

THE TOYOTA KATA WEBSITE


BEST WISHES!

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For developing your scien3fic mind

Documents

TEACHING THE IMPROVEMENT KATA - CETPM...© Mike Rother! KATA WALKS! 8 THISHELPSGETUSTHROUGHTHEDAY# Ourmindsubconsciouslyﬁllsinblanks,# because#gaps#mean#we#would#have#to#think hardabouteachcircumstance