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Scientific Thinking for Product Teams April 2021 Slide 1 Scientific Thinking for Product Teams April 2021 Slide 2 Scientific Thinking for Product Teams April 2021 Slide 3 Scientific Thinking for Product Teams April 2021 Slide 4 Scientific Thinking for Product Teams April 2021 Slide 5 Scientific Thinking for Product Teams April 2021 Slide 6 Scientific Thinking for Product Teams April 2021 Slide 7 Scientific Thinking for Product Teams April 2021 Slide 8 Scientific Thinking for Product Teams April 2021 Slide 9 Scientific Thinking for Product Teams April 2021 Slide 10 Scientific Thinking for Product Teams April 2021 Slide 11 Scientific Thinking for Product Teams April 2021 Slide 12 Scientific Thinking for Product Teams April 2021 Slide 13 Scientific Thinking for Product Teams April 2021 Slide 14 Scientific Thinking for Product Teams April 2021 Slide 15 Scientific Thinking for Product Teams April 2021 Slide 16 Scientific Thinking for Product Teams April 2021 Slide 17 Scientific Thinking for Product Teams April 2021 Slide 18 Scientific Thinking for Product Teams April 2021 Slide 19
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Scientific Thinking using Toyota Kata is a way for product teams to work together to tackle ever-increasing complexity. Complexity results from interactions of parameters related to technology, requirements, technical skills, market conditions, partnering, platforms, team setup, legacy interfaces, dependencies, and more.
This session was given at Kata School Midwest event of April 2021.

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Scientific Thinking for Product Teams April 2021

  1. 1. Scientific Thinking for Product Teams Meetup on April 14, 2021 Kataschoolmidwest.org Facilitator: Sameh Zeid (sameh.zeid@gmail.com) 1
  2. 2. 1. Scientific Thinking This section is based on Mike Rother’s research 2
  3. 3. Delivering, innovating, improving or transforming are all inseparable 3
  4. 4. Knowledge Threshold Delivering, innovating, improving or transforming are all inseparable 4
  5. 5. How our brains behave? System-1 Knowledge Threshold 5
  6. 6. What Scientific Thinking means? • Knowing that ideas need to be tested. • Learning to compare what we think will happen with what actually happens, then adjust based on what we discover from the difference. We make a prediction, reality happens, if there’s a difference we learn from it What we learn in one step may influence what we do in the next step. 6
  7. 7. Experiment (test) against the obstacles Current Condition Target Condition Direction/ Challenge 1 2 3 4 Toyota Kata is a way to adopt Scientific Thinking The four-step “Improvement Kata” model 7
  8. 8. MANAGER LEARNER The LEARNER is here Coach (Manager) The Coach (Manager) is dependent on the Learners, who are close to the action. The only thing the Manager can do is set Challenges and give procedural guidance. Manager (Coach) empowers learner to decide the next step experiment – Coaching Kata Traditional Management 21st Century Management 8
  9. 9. Coaching Kata Hold daily Coaching Cycles with the learner guided by inquiry Improvement Kata Four steps Improvement Kata on how to progress through the work. 9
  10. 10. 10 JUST EXPLAINING A Framework WILL NOT GENERATE NEW WAYS OF THINKING & ACTING COACHING FREQUEN T PRACTICE MASTERY STARTER KATA Corrective feedback To ensure the Learner practices the right patterns Interest, motivation, enthusiasm (growing self efficacy) "I'm getting better at this" Structured routines for teams To practice fundamentals A little every day -- What Does Work -- INGREDIENTS FOR ACQUIRING NEW SKILLS Mike Rother 10
  11. 11. 2. Scientific Thinking for Teams 11
  12. 12. 1. The Direction is a business-oriented objective with timeframe of about 12 months. It is established by higher management, and we usually cannot change. 2. Generally, the Direction can seem impossible, because right now we do not know how to achieve it. 3. Senior Leaders set the Direction at level higher than the team, then they explain it to product teams. 4. Typically, the Direction is broken down into smaller Directions as we move down the organization. 5. We align our work with the Direction. 1. Understand the Direction/Challenge Experiment (test) against the obstacles Current Condition Target Condition Direction/ Challenge 1 2 3 4 12
  13. 13. Identify and standardizing various Types-of-Work with data on existing performance metrics. Example 2. Grasp the Current Condition ToW: Order Processing Enhancements Customer : Car Dealer Activities 1. Requirement Analysis 2. Create Prototype 3. Approve Prototype 4. Create Tech Specs 5. Develop Code 6. Testing 7. Defect root cause analysis & Changes Teams we depend on: Vendor, Legacy, Infra-structure Experiment (test) against the obstacles Current Condition Target Condition Direction/ Challenge 1 2 3 4 13
  14. 14. 1. Based on their studying the Current Condition, we empower teams to establish a descriptive and measurable Next Target Condition in their way to the Direction. 2. Teams don’t know exactly how to get to the Next Target Condition, it may be difficult, but it doesn’t feel impossible. 3. Target Condition has much shorter timeframe than the Direction. 4. It has achieve-by-date (about four weeks), a process metric, and a target metric. 5. Achieving the Target Condition represents a measurable progress towards the Direction. 3. Establish the Next Target Condition Experiment (test) against the obstacles Current Condition Target Condition Direction/ Challenge 1 2 3 4 14
  15. 15. 1. Teams plan and do steps one at a time to advance towards Next Target Condition. 2. Teams document the results from each step, then reflect to determine the next step. 3. Teams maintain a visible Learning Board that shows Next Target Condition, Steps, Obstacles and Run Control. 4. Each Step has information on: what will we try? Why will try it? Expect results? Actual results? and Learnings? 5. Managers coach their teams daily Scientific Thinking by asking the coaching questions to the right. 4. Teams Experiment Towards Next Target Condition Experiment (test) against the obstacles Current Condition Target Condition Direction/ Challenge 1 2 3 4 15
  16. 16. 3. Sample Team Learning Board Please click the link below 16
  17. 17. 4. Psychological Safety 17
  18. 18. How might Toyota Kata help leaders build Psychological Safety in their teams? • Challenge/Direction • Current Condition • Target Condition • Experimentation Log • Obstacles List • Knowledge Threshold • Uncertainty Zone • Run Chart • Process Mapping • Team Learning Board (Story Board) • Coaching Cycle – Manager as Coach Toyota Kata Elements 18
  19. 19. The Leader's Tool Kit for Building Psychological Safety Setting the Stage Inviting Participation Responding Productively Leadership Tasks Frame the Work  Set expectations about failure, uncertainty, and interdependence to clarify the need for voice. Emphasize Purpose  Identify what's at stake, why it matters, and for whom Demonstrate Situational Humility  Acknowledge gaps Practice Inquiry  Ask good questions  Model intense listening  Identify what's at stake, why it matters, and for whom Express Appreciation  Listen Acknowledge and thank Destigmatize Failure  Look forward  Offer help  Discuss, consider, and brainstorm next steps Sanction Clear Violations Accomplishes Shared expectations and meaning Confidence that voice is welcome Orientation toward continuous learning “The Fearless Organization”, Amy Edmondson, chapter 7 19
  • DeeCarpenter1

    Apr. 22, 2021
  • VictorTumwine

    Apr. 22, 2021
  • mike734

    Apr. 21, 2021
  • mido33

    Apr. 21, 2021

Scientific Thinking using Toyota Kata is a way for product teams to work together to tackle ever-increasing complexity. Complexity results from interactions of parameters related to technology, requirements, technical skills, market conditions, partnering, platforms, team setup, legacy interfaces, dependencies, and more. This session was given at Kata School Midwest event of April 2021.

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