Your SlideShare is downloading. ×
0
Nonaka's Scrum: People as the Conveyor of Knowledge at Scrumday 2013
Nonaka's Scrum: People as the Conveyor of Knowledge at Scrumday 2013
Nonaka's Scrum: People as the Conveyor of Knowledge at Scrumday 2013
Nonaka's Scrum: People as the Conveyor of Knowledge at Scrumday 2013
Nonaka's Scrum: People as the Conveyor of Knowledge at Scrumday 2013
Nonaka's Scrum: People as the Conveyor of Knowledge at Scrumday 2013
Nonaka's Scrum: People as the Conveyor of Knowledge at Scrumday 2013
Nonaka's Scrum: People as the Conveyor of Knowledge at Scrumday 2013
Nonaka's Scrum: People as the Conveyor of Knowledge at Scrumday 2013
Nonaka's Scrum: People as the Conveyor of Knowledge at Scrumday 2013
Nonaka's Scrum: People as the Conveyor of Knowledge at Scrumday 2013
Nonaka's Scrum: People as the Conveyor of Knowledge at Scrumday 2013
Nonaka's Scrum: People as the Conveyor of Knowledge at Scrumday 2013
Nonaka's Scrum: People as the Conveyor of Knowledge at Scrumday 2013
Nonaka's Scrum: People as the Conveyor of Knowledge at Scrumday 2013
Nonaka's Scrum: People as the Conveyor of Knowledge at Scrumday 2013
Nonaka's Scrum: People as the Conveyor of Knowledge at Scrumday 2013
Nonaka's Scrum: People as the Conveyor of Knowledge at Scrumday 2013
Nonaka's Scrum: People as the Conveyor of Knowledge at Scrumday 2013
Nonaka's Scrum: People as the Conveyor of Knowledge at Scrumday 2013
Nonaka's Scrum: People as the Conveyor of Knowledge at Scrumday 2013
Nonaka's Scrum: People as the Conveyor of Knowledge at Scrumday 2013
Nonaka's Scrum: People as the Conveyor of Knowledge at Scrumday 2013
Nonaka's Scrum: People as the Conveyor of Knowledge at Scrumday 2013
Nonaka's Scrum: People as the Conveyor of Knowledge at Scrumday 2013
Nonaka's Scrum: People as the Conveyor of Knowledge at Scrumday 2013
Nonaka's Scrum: People as the Conveyor of Knowledge at Scrumday 2013
Nonaka's Scrum: People as the Conveyor of Knowledge at Scrumday 2013
Nonaka's Scrum: People as the Conveyor of Knowledge at Scrumday 2013
Nonaka's Scrum: People as the Conveyor of Knowledge at Scrumday 2013
Nonaka's Scrum: People as the Conveyor of Knowledge at Scrumday 2013
Nonaka's Scrum: People as the Conveyor of Knowledge at Scrumday 2013
Nonaka's Scrum: People as the Conveyor of Knowledge at Scrumday 2013
Nonaka's Scrum: People as the Conveyor of Knowledge at Scrumday 2013
Nonaka's Scrum: People as the Conveyor of Knowledge at Scrumday 2013
Nonaka's Scrum: People as the Conveyor of Knowledge at Scrumday 2013
Nonaka's Scrum: People as the Conveyor of Knowledge at Scrumday 2013
Nonaka's Scrum: People as the Conveyor of Knowledge at Scrumday 2013
Upcoming SlideShare
Loading in...5
×

Thanks for flagging this SlideShare!

Oops! An error has occurred.

×
Saving this for later? Get the SlideShare app to save on your phone or tablet. Read anywhere, anytime – even offline.
Text the download link to your phone
Standard text messaging rates apply

Nonaka's Scrum: People as the Conveyor of Knowledge at Scrumday 2013

1,890

Published on

Talk at Scrumday 2013 in Berlin. …

Talk at Scrumday 2013 in Berlin.
http://www.scrum-day.de/vortraege/nonakasscrum.html

Published in: Technology
0 Comments
3 Likes
Statistics
Notes
  • Be the first to comment

No Downloads
Views
Total Views
1,890
On Slideshare
0
From Embeds
0
Number of Embeds
5
Actions
Shares
0
Downloads
41
Comments
0
Likes
3
Embeds 0
No embeds

Report content
Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel
No notes for slide

Transcript

  • 1. Seeing is understanding.Seeing is understanding.Nonaka’s ScrumPeople as the Conveyor of KnowledgeChange Vision, Inc.Kenji HiranabeBy Yasunobu Kawaguchi
  • 2. Seeing is understanding.Seeing is understanding.Hello, Scrum Day!I’m from Japan.
  • 3. Seeing is understanding.Seeing is understanding.Agenda•Self-introduction•Nonaka’s Scrum•Tacit Knowledge•A Story•Design Thinking
  • 4. Seeing is understanding.Seeing is understanding.Kenji HIRANABE(1/2)• (co-)Translator ofOO, UML books Mind Map bookXP/ Agile books• (co-)Author ofC++ bookScrum bookAgile and Scrum:Collaborative SoftwareDevelopment That ConnectsCustomers, Engineers andManagement
  • 5. Seeing is understanding.Seeing is understanding.Kenji HIRANABE(2/2)• CEO of Astah.net.• astah – UML editor– With Mind Map, ERD, SysML– http://astah. net/– Runs on• PC, Mac, Linux, iPad
  • 6. Seeing is understanding.Seeing is understanding.Nonaka’s ScrumPeople as the Conveyor of KnowledgeChange Vision, Inc.Kenji HiranabeBy Yasunobu Kawaguchi
  • 7. Seeing is understanding.Seeing is understanding.Do you knowwhere theword “Scrum”came from ?
  • 8. http://www.publickey1.jp/blog/11/10_innovation_sprint_2011.htmlInnovation Sprint 2011Jeff Sutherland Ikujiro Nonakame
  • 9. Quote from the firstScrum Book• “Agile Software Development with Scrum” (byKen Schwaber, Mike Beedle) starts with thefollowing quote.The "relay race" approach to productdevelopment ... may conflict with the goalsof maximum speed and flexibility. Instead aholistic or "rugby" approach – where theteam tries to go the distance as a unit,passing the ball back and forth – may betterserve todays competitive requirements.-- “The New New Product Development Game”
  • 10. Copyright © 2005-2007 KenjiHIRANABE, Some rightsreserved12
  • 11. Toyota ProductionSystemLeanLean SoftwareDevelopmentKanbanLean StartupAgileScrumXPThe New New ProductDevelopment GameFour stepsto the epiphanyAgile and LeanStartupPatternsManufacturing Industry in Japan2013 Yasunobu Kawaguchi
  • 12. Nonaka’s Text Agile/Scrum (Software)1993 Org. Patterns(by Jim Coplien) (at PLoP)2001 “Agile Software Development with Scrum”(by Ken Schwaber, Mike Beedle)“The Knowledge Creating Company”(HBR) 1991SECI-modelアメリカ海兵隊(U.S. Marine) 1995FractalOrganization1994/1 First Sprint of Scrum by Jeff SutherlandScrum Master1994/2 Second Sprint of Scrum (with Cope’s Ideas)Daily Scrum“The New New Product Development Game” 1986“Scrum”2012 “Software in 30 days”“Wise Leadership”(HBR) 2010PhroneticLeadership“Managing Flow” 20082001 “The Agile Manifesto”2013“アジャイル開発とスクラム-顧客・技術・経営をつなぐ協調的ソフトウェエア開発”Collaborative Software Development That Connects Customers, Engineers, and Management
  • 13. Prof. Ikujiro Nonaka1The New New Product Development Game(HBR)ScrumStop therelay race, take up rugby2The Knowledge Creating CompanySECI-modelSpiral transformation ofExplicit knowledge and Tacit knowledge3Managing Flow, The Wise Leadership(HBR)PhronesisThe third knowledge type afterScience (explicit knowledge)And art (tact knowledge)U.S. MarineFractalOrganizationSelf-similar structureat all levels4
  • 14. Seeing is understanding.Seeing is understanding.SECI model
  • 15. Copyright Nonaka I. 2010Two Types of KnowledgeSpiral up throughSpiral up throughdynamic interactiondynamic interactionAnalogAnalog--Digital SynthesisDigital SynthesisObjective and rational knowledgethat can be expressed in words,sentences, numbers, or formulas(context-free)Theoretical approachProblem solvingManualsDatabaseSubjective and experientialknowledge that can notbe expressed in words,sentences, numbers, orFormulas (Context-specific)Cognitive Skillsbeliefsimagesperspectivesmental modelsTechnical Skillscraftknow-howTacit Knowledge Explicit Knowledge
  • 16. http://www.flickr.com/photos/visitabudhabi/6708954439/TacitKnowledgeSubjective andexperientialknowledge thatcan not beexpressed inwords, sentences,numbers, orFormulas(Context-specific)
  • 17. • ExplicitKnowledge• Objective andrationalknowledge thatcan beexpressed inwords,sentences,numbers, orformulas(context-free)http://www.flickr.com/photos/stuartpilbrow/4264302708/
  • 18. “Sticky” InformationProduct developers need two types of informationin order to succeed at their work: need andcontext-of-use information (generated by users)and generic solution information (often initiallygenerated by manufacturers specializing in aparticular type of solution) Bringing these twotypes of information together is not easy. Bothneed information and solution information areoften very “sticky”—that is, costly to move fromthe site where the information was generated toother sites .-- “Democratizing Innovation” (by Eric Von Hippel)
  • 19. SECI ModelExplicitExplicitTacitTacit TacitExplicitExplicitTacitSocializationSocialization ExternalizationExternalizationInternalizationInternalization CombinationCombinationOGEIEnvironmentIndividualI GGGGOrg.EIIIIIGroupIE OCopyright Nonaka I. 2010
  • 20. Copyright Nonaka I. 2010Organizational Knowledge CreationSECI ModelSharing and creatingtacit knowledgethrough directexperienceI = Individual, G = Group, O = Organization, E = EnvironmentLearning andacquiring new tacitknowledge inpractice1. Perceiving realityas it is2. Sensing andEmpathizing withothers and theenvironment3. Transferring oftacit knowledge9. Embodying explicitknowledge throughaction and reflection10. Using simulation andexperimentsArticulating tacitknowledge throughdialogue andreflection4. Articulating tacitknowledge usingsymbolic language5. Translating tacitknowledge into aconcept or prototypeSystemizing andapplying explicitknowledge andinformation6. Gathering andintegrating explicitknowledge7. Breaking down theconcept and findingrelationships amongthe concepts8. Editing andsystemizing explicitknowledgeExplicitExplicitTacitTacit TacitExplicitExplicitTacitSocializationSocialization ExternalizationExternalizationInternalizationInternalization CombinationCombinationOGEIEnvironmentIndividualI GGGGOrg.EIIIIIGroupIE O
  • 21. Seeing is understanding.Seeing is understanding.A Story ofMatsushita Electric’s“Home Bakery”(Bread Making Machine)Source: http://panasonic.co.jp/ism/bakery/vol01/index.htmlFor this part. Or read “Knowledge Creating Company” the book
  • 22. Seeing is understanding.Seeing is understanding.Design ThinkingRelationship with
  • 23. Design Thinking“Design thinking is a human-centered approach to innovation that drawsfrom the designers toolkit to integrate the needs of people, thepossibilities of technology, and the requirements for business success.”—Tim Brown, president and CEO
  • 24. IDEO Method Cards
  • 25. There’s also an App !
  • 26. SECI Model and Agile PracticesExplicitExplicitTacit TacitExplicitExplicitTacitSocializationSocialization ExternalizationExternalizationInternalizationInternalization CombinationCombinationSprint DemoSprint DemoVisit UsersVisit UsersCoding StandardCoding StandardTacitSprint PlanningSprint PlanningStory WritingStory WritingEverything aboutLearningEverything aboutLearningDaily StandupDaily StandupSit TogetherSit TogetherPair ProgrammingPair ProgrammingRetrospectivesRetrospectives
  • 27. Scrum As Knowledge Creation MachineEETT TEETSS EEII CCTTCreated KnowledgeKnowledge aboutHow to create itKnowledge aboutUser and UsageGrowing WorkingSoftwareLearning ScrumTeam
  • 28. Copyright Nonaka I. 2009Contemplation in Action:Indwelling in Actuality with Deep Thinking“I can see many thingswhen I see a machine. Howcan we maneuver throughthat curve? We should dothis, we should do that....Then I think about the nextmachine. We can make afaster machine if we thinklike this, and so on. It’s anatural progress into thenext step.”- Soichiro HondaSource: Honda Motor Corporation(Picture at the Automobile Hall of Fame, Detroit)Copyright Nonaka I. 2010
  • 29. Copyright Nonaka I. 2010Concept Building: Dialoguing on the SpotSoichiro HondaDrawing onthe floorWords andactionsBy articulating intolanguage, weclearly understandwhat we arethinkingSource: Honda Motor CorporationAutomobile Hall of Fame (Detroit)
  • 30. What’s the product owner ?The person(s) who had the first belief, should run through the whole processAs the conveyer of knowledge.
  • 31. Idealistic Pragmatist:Contemplation in ActionBrainDeep ThinkerBrawnDoerin One Personin One Person““Intellectual MuscleIntellectual Muscle””Relentless Pursuit of Common GoodRelentless Pursuit of Common GoodCopyright Nonaka I. 2010
  • 32. ConclusionThe word “Scrum” is from Nonaka’s1986 paper.He also articulated how knowledge iscreated as SECI-model.It starts with passion, empathy, orbelief.Go see Gemba, the place it occurs,see the context, meet people!
  • 33. Prof. Ikujiro Nonaka1The New New Product Development Game(HBR)ScrumStop the relay race, take up rugby2The Knowledge Creating CompanySECI-modelSpiral transformation ofExplicit knowledge and Tacit knowledge3Managing Flow, The Wise Leadership(HBR)PhronesisThe third knowledge type afterScience (explicit knowledge)And art (tact knowledge)U.S. MarineFractalOrganizationSelf-similar structureat all levels4
  • 34. FEELBeforeYouTHINK!

×