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© Mike Rother TOYOTA KATA
1
KATA CREATES CULTUREKata Creates Culture
Mobilize and focus capability in your organization
by...
© Mike Rother TOYOTA KATA
2
MANAGING FOR IMPROVEMENT,
ADAPTIVENESS AND SUPERIOR RESULTS
Coaching and practicing the Improv...
© Mike Rother TOYOTA KATA
3
WHY HAVE CONCEPTS LIKE SYSTEMS THINKING,
LEARNING ORGANIZATION AND LEAN THINKING
NOT TAKEN HOL...
© Mike Rother TOYOTA KATA
4
A QUICK EXPERIMENT
Take a moment... please cross your arms.
Then re-cross them the other way.
...
© Mike Rother TOYOTA KATA
5
Unconscious
Thinking
Deliberate
Thinking
Our brain creates habits for efficiency; to free up c...
© Mike Rother TOYOTA KATA
6
Habits are behaviors that have been repeated regularly and
occur unconsciously. The repeated b...
© Mike Rother TOYOTA KATA
7
Our habits work well under many
circumstances, but in certain
cases they lead to errors known
...
© Mike Rother TOYOTA KATA
8
Unconscious
Thinking
Deliberate
Practice
develops
You can rewire your thinking and habits by d...
© Mike Rother TOYOTA KATA
9
What would happen if you practiced
folding your arms the other way every day?
It would become ...
© Mike Rother TOYOTA KATA
10
DEVELOPING NEW SKILLS & MINDSET
We may have grown up thinking all skill and behavior is
innat...
© Mike Rother TOYOTA KATA
11
DEVELOPING MORE EFFECTIVE HABITS
FOR IMPROVEMENT, ADAPTIVENESS
AND INNOVATION
How can we be c...
© Mike Rother TOYOTA KATA
12
WHAT IS A KATA?
A kata is a routine you practice deliberately,
so itʼs pattern becomes a habi...
© Mike Rother TOYOTA KATA
13
YOUR ORGANIZATIONʼS CULTURE
PERPETUATES ITSELF EVERY DAY
Managers
automatically
teach the
pre...
© Mike Rother TOYOTA KATA
14
KATA CREATES NEW CULTURE
What organizational
culture, mindset and
behavior do you want?
What ...
© Mike Rother TOYOTA KATA
15
Reality is complicated. The way forward involves iteration
and experimentation, aimed at a de...
© Mike Rother TOYOTA KATA
16
321 4
Establish the
Next Target
Condition
Target
Condition
PDCA Toward the
Target Condition
T...
© Mike Rother TOYOTA KATA
17
THE IMPROVEMENT KATA
IS A META ROUTINE
Itʼs working on how you think
Every organization has w...
© Mike Rother TOYOTA KATA
18
AND THE COACHING KATA IS A ROUTINE
FOR TEACHING THE IMPROVEMENT KATA
The Coaching Kata is a s...
© Mike Rother TOYOTA KATA
19
DELIBERATE PRACTICE
Itʼs commonplace in sports and music,
why not also in business!
Rather th...
© Mike Rother TOYOTA KATA
20
Coach Learner
Coaching
Kata
Improvement
Kata
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To actually change our management system we have to practice a different way.

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Kata Creates Culture

  1. 1. © Mike Rother TOYOTA KATA 1 KATA CREATES CULTUREKata Creates Culture Mobilize and focus capability in your organization by coaching and practicing the Improvement Kata Copyright © 2012 Mike Rother, all rights reserved 1217 Baldwin Avenue / Ann Arbor, MI 48104 USA / tel: (734) 665-5411 / mrother@umich.edu Mike Rother July 2012
  2. 2. © Mike Rother TOYOTA KATA 2 MANAGING FOR IMPROVEMENT, ADAPTIVENESS AND SUPERIOR RESULTS Coaching and practicing the Improvement Kata gives your organization an advantage The ability to meet challenges and improve -- to learn, adapt, grow and evolve -- is a critical 21st Century task throughout society “In times of change the learners will inherit the earth; while the learned find themselves beautifully equipped to deal with a world that no longer exists” ~ Eric Hoffer
  3. 3. © Mike Rother TOYOTA KATA 3 WHY HAVE CONCEPTS LIKE SYSTEMS THINKING, LEARNING ORGANIZATION AND LEAN THINKING NOT TAKEN HOLD? These concepts were presented as a guide to management practice but havenʼt achieved the hoped-for success. Why? We can talk about an alternative management model, we can describe it, we can prove that itʼs better and we can show examples. But none of that is going to lead to its adoption or to change. Such approaches are at odds with how we acquire new knowledge and behavior. We need to focus more on building compact and clear methods or routines that people can physically practice. People donʼt behave a certain way because they lack information. We behave one way or another because weʼre in a groove. Our brainʼs neurons have repeated that groove for a while and thatʼs become our way of thinking. Hoping to create different behavior by trying to persuade people doesnʼt work. What can work is deliberately practicing a different routine -- a kata -- that over time becomes a new mental groove; a new habit of thinking and acting. As people and organizations become proficient in practicing a new pattern they can adapt it to suit their own environment and style. Thatʼs a normal process of technology transfer.
  4. 4. © Mike Rother TOYOTA KATA 4 A QUICK EXPERIMENT Take a moment... please cross your arms. Then re-cross them the other way. How did it feel the second time compared to the first? For most of us the second time feels odd. You have to consciously think about it and be more deliberate.
  5. 5. © Mike Rother TOYOTA KATA 5 Unconscious Thinking Deliberate Thinking Our brain creates habits for efficiency; to free up capacity for when deliberate decision making is necessary. Unconscious thinking enables you to get through the day by taking care of routine decisions with minimum fuss. Unconscious thinking is fast and instinctive, while deliberate thinking is slow and intentional. The subconscious can process billions of bits of information per second, while our deliberate mind can only process a few thousand per second. OUR UNCONSCIOUS HABITS ARE FAST & POWERFUL
  6. 6. © Mike Rother TOYOTA KATA 6 Habits are behaviors that have been repeated regularly and occur unconsciously. The repeated behavior develops neural pathways in the brain, making the behavior easier to complete. Much of what happens in an organization is a consequence of the habits that people in the organization have learned through practice, whether deliberately or by happenstance. MUCH OF WHAT WE DO IS HABITUAL Like crossing our arms, performed almost without thinking However, a pitfall of many habits is that the past experiences that created them do not necessarily represent future situations
  7. 7. © Mike Rother TOYOTA KATA 7 Our habits work well under many circumstances, but in certain cases they lead to errors known as cognitive biases. To navigate the world our brain tries to create a coherent interpretation of reality from the inputs it receives, but it hides from us the inferences itʼs making. Because our unconscious responses are automatic, hidden from us, emotional and potentially biased they may not always lead us where we would like to go. WE ALSO HAVE COGNITIVE BIAS A tendency to draw incorrect conclusions in certain circumstances based on cognitive factors rather than evidence
  8. 8. © Mike Rother TOYOTA KATA 8 Unconscious Thinking Deliberate Practice develops You can rewire your thinking and habits by deliberately (consciously) practicing a different behavior pattern. Once the pattern youʼre practicing enters your unconscious it gets smoother and faster and becomes the normal, habitual way you operate. BUT WE CAN CHANGE OUR AUTOPILOT Humans have the power to develop new habits. Thatʼs what the Improvement Kata & Coaching Kata are about. You can change the culture of an organization, and even an entire society, this way.
  9. 9. © Mike Rother TOYOTA KATA 9 What would happen if you practiced folding your arms the other way every day? It would become normal; something you can do without thinking about it.
  10. 10. © Mike Rother TOYOTA KATA 10 DEVELOPING NEW SKILLS & MINDSET We may have grown up thinking all skill and behavior is innate -- that youʼre either born with it or not -- but thatʼs not 100% correct. Constantly under construction
  11. 11. © Mike Rother TOYOTA KATA 11 DEVELOPING MORE EFFECTIVE HABITS FOR IMPROVEMENT, ADAPTIVENESS AND INNOVATION How can we be creative and effective in dynamic conditions if we tend to automatically apply old thinking & solutions to new situations? The subject of the book Toyota Kata and the Improvement Kata Handbook are the unconscious routines, known as heuristics or rules-of-thumb, that we use for dealing with problems and challenges. Your teams can work iteratively, adapt, achieve goals and meet challenges with confidence -- along uncertain paths -- when theyʼve practiced and learned a way of doing that. The trick is to develop well-worn mental circuits not for solutions, but for a systematic, scientific way of developing solutions. Thatʼs what practicing the pattern of the Improvement Kata is about. That skill can then be applied to an endless number of situations. Thatʼs important, because we donʼt know what challenges are coming in the future.
  12. 12. © Mike Rother TOYOTA KATA 12 WHAT IS A KATA? A kata is a routine you practice deliberately, so itʼs pattern becomes a habit Through practicing, the pattern of a kata becomes second nature - done with little conscious attention - and readily available. Examples include riding a bicycle, driving a car, typing. Once youʼve learned to drive you donʼt think much about using the carʼs controls and can focus your attention on the situational aspects of navigating the road.
  13. 13. © Mike Rother TOYOTA KATA 13 YOUR ORGANIZATIONʼS CULTURE PERPETUATES ITSELF EVERY DAY Managers automatically teach the prevailing culture Mindset and behavior Teaches Team or Organizational Culture Routines Habits Rituals Norms
  14. 14. © Mike Rother TOYOTA KATA 14 KATA CREATES NEW CULTURE What organizational culture, mindset and behavior do you want? What do you want managers to be teaching / coaching? Here the manager is a coach deliberately teaching a way of thinking & acting Mindset and behavior TeachesAffectsPracticing specific new behaviors Team or Organizational Culture Routines Habits Rituals Norms KATA Is Used Here
  15. 15. © Mike Rother TOYOTA KATA 15 Reality is complicated. The way forward involves iteration and experimentation, aimed at a desired condition we donʼt know in advance exactly how we will achieve. But thatʼs OK. The goal of practicing the Improvement Kata is to make scientific thinking and working a habit. This makes teams more effective and allows them direct attention and ingenuity to the situational details that require conscious thought. THE SKILL PATTERN (KATA) WEʼRE TRYING TO TEACH AND LEARN Predictable Zone Uncertainty / Learning Zone We want to be here next Our Current Knowledge Threshold u Create more alignment and focus in your organization u Increase the ability of teams to achieve goals and meet challenges Obstacles Unclear Territory ? ? ?
  16. 16. © Mike Rother TOYOTA KATA 16 321 4 Establish the Next Target Condition Target Condition PDCA Toward the Target Condition The 5 Questions Go and See PLAN CHECK DO ACT C C T C Grasp the Current Condition Understand the Direction What challenge are we striving to meet? A step-by-step discovery process between where we are and where we want to be next. What pattern do you want to have next? What is the processʼs current pattern? THE IMPROVEMENT KATA The Improvement Kata models the human, scientific creative process and makes it something that's teachable and transferrable in any organization. It has four steps.
  17. 17. © Mike Rother TOYOTA KATA 17 THE IMPROVEMENT KATA IS A META ROUTINE Itʼs working on how you think Every organization has work routines. The pattern of the Improvement Kata is a different and particularly powerful routine because itʼs a meta routine. Itʼs a "meta- habit" that aims to change our mental operating system so our human capabilities come to greater fruition. To understand this separate WHAT youʼre working on from HOW youʼre working on it. The Improvement Kata focuses on the HOW. That is, the Improvement Kata is a content- free pattern for how to go about improving, adapting and innovating. Skills are usually domain-specific.  You don't learn to play baseball by practicing soccer. But the pattern of the Improvement Kata is a way of working toward any objective.
  18. 18. © Mike Rother TOYOTA KATA 18 AND THE COACHING KATA IS A ROUTINE FOR TEACHING THE IMPROVEMENT KATA The Coaching Kata is a set of coaching routines to practice in order to develop effective coaching habits.  It's a coaching pattern to help you teach the Improvement Kata thinking pattern. The Coaching Kata gives managers and supervisors a standardized approach to facilitate Improvement Kata skill development in daily work. The coach needs to know both the Improvement Kata and the Coaching Kata!
  19. 19. © Mike Rother TOYOTA KATA 19 DELIBERATE PRACTICE Itʼs commonplace in sports and music, why not also in business! Rather than trying to hold onto a sense of certainty based on oneʼs perspective, we can derive confidence from practicing a kata for how to work through uncertainty. I wonder how todayʼs game will go? Hank Aaron Practicing
  20. 20. © Mike Rother TOYOTA KATA 20 Coach Learner Coaching Kata Improvement Kata
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To actually change our management system we have to practice a different way.

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