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Two Mindset Obstacles to Effective Learning

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This SlideShare looks at two common mindsets that inhibit learning of new skills. Any team or organization that wants to develop a culture of continuous improvement will do well to use some structured practice routines -- Kata -- for developing scientific skills, especially at the beginning.

Published in: Leadership & Management
  • h/t Mike for the new slide deck, and pointing to the pitfalls of the Kata process in established (Western) production organizations.

    Slide No. 12 is what I see most relevant! The question is (from my point of view) on 'How to deviate current manager thinking [we have always done this like that, and it worked] to embracing an 'open mind' to see and appreciate what is currently not working!'

    Last week I had a personal experience at well-known car manufacturer, and in the conversation I had the impression the old thinking overruled the new approaches to use Kata processes in total. The old behavior snapped back to do things as they had been always done in the past.

    The challenge is that despite the most companies that really try to bring lean/ Kata on the road in the organizations are pretty well off in terms of business relevant financial figures. The pressure that Toyota faced (either in their early days when producing looms or later on when cars became their main field of production) happened decades ago, and the whole organization and individuals had a rather long time frame to adapt and to evolve steadily. Now this art of 'perfect processes' is tried to be adapted in cultures that tend (traditionally) to focus on data and numbers, rather than on relationships and where strategies are often changed by a new CEO or economic pressures.

    Effective learning takes time, trust between people (within the organization) and a certain kind of stability. Is all this given already?
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Two Mindset Obstacles to Effective Learning

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