Uploaded byChristina Wodtke
Lean Teams are Learning Teams
The document discusses strategies for creating high-velocity teams, emphasizing the importance of common purpose, performance goals, and mutual accountability. It references various frameworks and models, including OKRs and feedback loops, to enhance team effectiveness and learning. Key suggestions include establishing roles, designing norms, and integrating frequent feedback mechanisms to improve team performance over time.
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Lean Teams are Learning Teams
- 1. Using Lean toCreate High-Velocity Teams Christina Wodtke Author of Radical Focus and Pencil Me In Lecturer at Stanford University
- 2. Enso: A single handin a single stroke, made many times until it is what it needs to be. Brush mediation. It symbolizes perfection and imperfection, oneness, unity.
- 4. Nest: Many straight twigs stillmake a circle. How can this be? Can a team also learn unity, oneness?
- 6. What do we knowabout teams and teamwork?
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- 12. “The problem isthat we tend to assume that our framing represents the truth, rather than merely presenting a subjective “map.” In truth, however, each frame offers its own image of reality.” Edmondson, Amy C. Teaming: How Organizations Learn, Innovate, and Compete in the Knowledge Economy
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- 14. What is ateam? 1. Common PURPOSE 2. Performance GOALS 3. Complimentary SKILLS 4. Mutual ACCOUNTABILITY The Wisdom of Teams Jon R. Katzenbach and Douglas K. Smith
- 15. Set Objectives and Key Results 1.Common Purpose 2. Performance Goals
- 16. OKRs O: Qualitative goal (common purpose) KR:Success criteria (performance goals)
- 17. Objective: Establish clearvalue to distributers as a quality tea provider KR: Reorders at 85% KR: 20% of reorders self- serve KR: Revenue of 250K
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- 20. Objective: Establish clearvalue to distributers as a quality tea provider KR: Reorders at 85% 5/10 KR: 20% of reorders self-serve 5/10 KR: Revenue of 250K 5/10 Key Risk Factors: Need new self-serve system up in first month Priorities this week Next 4 weeks - Projects OKR Confidence Team Health: Distributor satisfaction Health: Org Health Yellow P1 P1 P1 Green Close deal with TLM Foods Team struggling with direction change # solid sales canidates in for interview Passive reorder notifications New self serve flow for distributors Metrics for distributors on tea sales Hire Customer service head New Order flow Weekly OKR Check-ins
- 21. Learning Team Or Lean Team Improvesover time
- 22. Bruce Tuckman ‘Developmentalsequence in small groups’
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- 28. Set Informal Roles •Facilitator • Tie-Breaker • Spokesperson • Schedule Keeper • Office Housework
- 29. Design Norms If youdon’t design, you make assumptions. Assumptions lead to errors. Errors lead to fights.
- 30. Norms Exercise • Thinkof a great team. Write down three things that made it great. • Think of a dreadful team. Write down three things that made is horrid. • Get in groups, and share. • Make rules for how you wish to work together
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- 33. Feedback “Shorten your timethrough the Feedback Loop.”
- 34. teIam Mindful team takecare of the us AND the I.
- 35. Two kinds offeedback Individual Team
- 37. Fast Feedback But nottoo fast
- 38. Short Cycles Reduce quantity of information Reducegap between action and evaluation Reduce stakes Actionable Memorable Iterative
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- 42. When you behavior I reactionand it consequences. What can we do about this?
- 43. Team Feedback Feedback fastand slow
- 45. Weekly: Retrospective Fast andfrequent allows for iteration and growth
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- 48. Formal Feedback “Shorten yourtime through the Feedback Loop.”
- 50. Team Feedback Feedback fastand slow
- 51. Team Check In “Quarterlyseems to be a good starting point though. Every month seems too often (people get fed up with it, and the data doesn’t change fast enough to warrant it). Bi-annually seems too seldom (too much happens within that period). But, again, it varies.” – Spotify Labs
- 52. Empathy Warm-up • Sometimes Ipretend • Sometimes I’m afraid • Sometimes I wonder • Sometimes I try
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