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Monthly Archives: June 2023

What is Hitozukuri and Why is it “Working on the 5%”?

June 9, 2023
Article, Capability development, Culture change, Deming, Improvement, Learning
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What is Hitozukuri and Why is it “Working on the 5%”?

W. Edwards Deming strongly emphasised the importance of the system – the way the work works – in determining the performance of individuals. According to Deming, 95% of an individual’s performance is dictated by the system they are working in, not their personal abilities. This statistic demonstrates Deming’s belief in the profound impact of the environment or system on individual and organisational outcomes.

This belief intersects strongly with both the philosophy of Hitozukuri and systems thinking. Hitozukuri is about nurturing employees, and Deming’s principles make it clear that a key part of nurturing employees is providing them with a supportive, well-structured system in which to work.

By understanding and improving the system, an organisation will greatly enhance the effectiveness of its Hitozukuri practices.

Systems thinking adds another layer to this perspective, emphasising the interconnections among various elements within the organisation, including people. Every part of the organisation, from the people to the way the work works, contributes to the overall result. So, improving the system means enhancing all its components and the relationships among them.

From this perspective, Hitozukuri can be seen as part of a broader, interconnected system within an organisation. It includes various processes such as recruitment, training, job design, performance management, and more. When these processes are well designed and coordinated, they create a system that effectively nurtures employees, thus enhancing their performance.

In such a system, well-developed employees lead to better products/services, which lead to higher customer satisfaction, which in turn brings business success and the resources to further invest in employee development.

However, it’s crucial to recognise that, as per Deming’s principles, the primary driver of this cycle is not the individual abilities of the employees, but the quality of the system in which they work.

Thus, organisations might choose to focus not only on developing individuals (as in Hitozukuri) but also on continually improving the system that dictates 95% of their performance. By doing so, they can create a virtuous cycle of human resource development and organisational success.

Further Reading

Ballé, M., Powell, D., & Yokozawa, K. (2019, January 8). Monozukuri, Hitozukuri, Kotozukuri. Planet Lean. https://planet-lean.com/monozukuri-hitozukuri-kotozukuri/“

Considering an Agile Transformation?

June 9, 2023
Agile, Alien tech, Article, Culture change, Improvement, Innovation, Interactive books, Management, Organisational effectiveness, Paradigm shifts, Quintessence, Rightshifting
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Considering an Agile Transformation?

Are you pondering an Agile transformation for your organisation? Here’s the rub: at best, you’re merely going to catch up with practices from two decades ago. Agile transformation, in essence, is the process of transitioning an entire organisation from its existing approach to work, to an Agile approach. This could mean adopting Scrum, Kanban, or a hybrid of multiple Agile frameworks.

So, you’ve successfully transitioned to Agile. Congratulations, but what have you actually gained? It’s now the norm, not the exception. (And Lame Agile is the prevailing norm). Agile is the minimum, not the cutting edge. It’s high time organisations moved past Agile, seeking innovative, post-Agile approaches, such as “Quintessence“.

There’s no real benefit to running a marathon, only to realise you’re still miles and decades behind the frontrunners.

Get in touch if you’re curious…

How To Support Teams’ Learning And Development Needs

June 9, 2023
Alien tech, Article, Capability development, Coaching, Culture change, Improvement, Learning, Needs, Paradigm shifts, Psychology, Quintessence, Self-organisation, Teambuilding
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How To Support Teams’ Learning And Development Needs

Organisations can fundamentally support their teams’ learning and development needs by cultivating an environment that fosters intrinsic motivation. But how to achieve that?

One approach is the adoption of the Toyota Kata model. The term ‘Kata’, borrowed from martial arts, refers to a structured routine practiced so it becomes second nature. Toyota applies this concept in the realm of continuous improvement and coaching.

To put it simply, Toyota Kata isn’t about providing answers, but about establishing an organisational culture that motivates individuals to discover solutions themselves. This inherently appeals to intrinsic motivation, as employees are driven by the satisfaction of mastering challenges, the thrill of problem-solving, and the joy of personal development. They’re not learning and developing because they’re told to, they’re doing it because they want to.

Organisations utilising the Toyota Kata model promote a learning mindset where curiosity, creativity and resilience are valued. They foster an environment where it’s okay to make mistakes, as they’re considered part of the learning process. This can reduce or eliminate the fear of failure, which significantly hinders innovation and risk-taking.

Further, the Kata routines can ensure teams have a clear focus and direction. Through the Improvement Kata, employees are guided to understand the direction, grasp the current condition, establish the next target condition, and experiment towards that target. When people know where they’re headed and why, it encourages them to take ownership of their roles and fosters intrinsic motivation.

Moreover, the Coaching Kata supports managers in developing their subordinates by not simply providing solutions, but by asking insightful questions that encourage critical thinking. This way, managers become facilitators for growth rather than just taskmasters. This coaching approach can instill a sense of competence and autonomy, which are key components of intrinsic motivation.

Toyota Kata isn’t about achieving perfection, but about continuous learning and improvement. By acknowledging this journey and celebrating the learning process, organisations can make their teams feel valued and motivated to continue their development.

So, an organisation’s support for its teams’ learning and development needs goes way beyond merely offering training programmes or growth opportunities. It’s about creating a culture of continuous improvement and learning, fostering intrinsic motivation, and supporting this with models like Toyota Kata. When organisations achieve this, they’ll likely see not only improvements in their team’s skills and capabilities, but also enhanced engagement, productivity, and innovation.

The Team Banana

June 9, 2023
Article, Teambuilding
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The Team Banana

A Novel Analogy for Team Dynamics.

Bananas, the staple of many breakfast tables and fruit bowls, provide an unusual yet compelling metaphor for team dynamics within an organisation. A closer look at these tropical fruits reveals surprising insights into teamwork, group vulnerabilities, and the importance of careful management.

Hands

Bananas grow in clusters, known as ‘hands’, a direct parallel to the teams in an organisation. Each hand of bananas shares a single stalk, a strong reminder of the shared mission and vision that holds a team together. They develop and ripen together, echoing the synchronicity often found in well-aligned teams.

Ripening

The ripening process of a banana can mirror a team’s journey. A green, unripe banana signifies a team in its nascent stage, brimming with untapped potential. As bananas ripen, their flavours intensify, reaching their peak. This progression mirrors a team’s optimisation of performance as it evolves, learns, and adapts together.

Bruising

Interestingly, bananas also bruise easily, which serves as a poignant metaphor for the vulnerabilities of a team. A single mishandled interaction or misguided decision can lead to ‘bruises’, which manifest as reduced performance or a dip in team morale. Much like how a bruise on one banana can quickly spread and affect the whole bunch, unresolved issues within a team can cause a ripple effect, accelerating the deterioration of organisational performance and morale.

Therefore, as we handle bananas gently to prevent bruising, so might we choose to manage team interactions and decisions with care, promoting open communication, mutual respect, and prompt resolution of conflicts.

Stagnation and Decay

Finally, bananas provide a compelling lesson on the perils of stagnation. Just as a banana can become overripe and start to decay if not consumed in time, a static team can lose its momentum. This emphasises the importance of continuous rejuvenation, innovation, and growth within teams. Fresh challenges and opportunities should be introduced regularly to maintain dynamism and avoid complacency.

Summary

In essence, the way we care for bananas to enjoy them at their best reflects how we might choose to nurture our teams – with empathy, consideration, and a focus on continual growth and development. An unusual analogy, perhaps, but it offers a fresh perspective on understanding and managing the complex dynamics of teams in any organisation.

Experience A Fuller Life Unbounded by Goals

June 8, 2023
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Experience A Fuller Life Unbounded by Goals

At first glance, it seems counterintuitive to suggest that pursuing goals may not be the best way to live a full life. Goal setting is widely regarded as a cornerstone of success, motivation, and self-improvement. It provides a sense of direction, focus, and purpose. However, considering the question from a different perspective opens a realm of intriguing possibilities.

Pursuing goals is often associated with future-oriented thinking. We set a target and then strive to reach it, largely focusing on the anticipated satisfaction of achieving that goal. This inherently future-oriented approach can make us overlook the value and beauty of the present moment. We may become so absorbed in our journey towards the goal that we fail to appreciate the here and now, the experiences and lessons along the way. In the rush to achieve our ambitions, life can pass by unnoticed.

Moreover, goal pursuit often involves a certain level of stress, as we may put immense pressure on ourselves to succeed. This can lead to feelings of constant dissatisfaction and restlessness, as the accomplishment of one goal only makes way for another. It can create a perpetual cycle of wanting, which can be emotionally and mentally exhausting.

In contrast, imagine a life not dominated by goal achievement, but by living in the present, enjoying every experience for what it is, and accepting life’s ebb and flow. This approach allows us to appreciate each moment as it comes, to derive joy from the process rather than the outcome, and to cultivate gratitude for the journey rather than the destination.

Abandoning the traditional concept of goal setting can indeed be transformative. By casting off the shackles of targets and ambitions, we can fully engage with our lives as they naturally unfold. In this narrative, the journey takes precedence over the destination. The quality of experiences, interactions, and emotional depth enriches life far more than achieving set goals. Choosing to live without constant goals could be a radical, yet potentially fulfilling, path to a fuller life.

Barriers to OP

June 7, 2023
Article, Culture change, Management, Memeology, Organisational Therapy, Quintessence
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Barriers to OP

Organisational psychotherapy, much like individual therapy, offers an avenue for addressing inherent issues and fostering growth. However, similar to individuals who resist therapy, organisations often shy away from organisational psychotherapy due to reasons that mirror individual hesitations.

One of the main barriers is the stigma associated with seeking help. Just as individuals may be apprehensive about perceived judgments when attending therapy, organisations often fear potential negative repercussions in public image. Acknowledging a need for organisational psychotherapy can be perceived as admitting that the organisation has deep-seated issues, a message many firms are reluctant to send to stakeholders.

Another significant obstacle is fear of change. People often resist therapy because they fear it might bring them to confront uncomfortable truths and provoke significant personal change. Similarly, organisations are typically resistant to substantial shifts that can disrupt established patterns, even when such change may be beneficial.

Finally, organisations, much like individuals, may lack insight into their problems or may underestimate the potential benefits of therapy. They may be locked into a particular mindset, denying the existence of an issue just as a person might not acknowledge their personal problems.

Just as these barriers can be overcome in individual therapy, they can also be addressed in organisational psychotherapy, but it requires a willingness to open up to the need for change and improvement.

What’s My New Startup, “AInklings”, All About?

June 6, 2023
AI, AInklings, Article, Business, Community, Innovation, Interactive books, Learning, Paradigm shifts, Prompt Engineering, Quintessence
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What’s My New Startup, “AInklings”, All About?

We at AInklings are thrilled to have embarked on a journey to revolutionise the world of books and learning. We’ve set out to craft immersive and interactive books that transform reading into a truly captivating adventure​​. Our mission extends beyond just delivering information; we’re creating a whole new realm of learning that’s a journey of discovery. The books we offer are uniquely designed to adapt to each reader, providing personalised insights that nurture curiosity and comprehension​​.

Our team is a lively mix of authors, innovators, and dreamers, all dedicated to pushing the boundaries of the published word​​. We extend a warm invitation to you – authors, publishers, developers, marketers, and readers – to join our revolutionary adventure. We believe there’s a place for everyone in this thrilling experience we’re creating​​.

We’re also keen to keep our community informed and engaged. Through our LinkedIn group, we share exciting updates about our company and the broader world of literature. We’re standing on the brink of a major shift in the publishing industry, and we’re thrilled to welcome you to this exciting journey into the future of learning through reading​​.

Management Practices and Collective Psyches

June 6, 2023
Article, Culture change, Management, Memeology, Organisational effectiveness, Organisational Therapy, Quintessence
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Management Practices and Collective Psyches

At a glance, management practices seem to emerge from a combination of managerial experiences, organisational traditions, business school teachings, and so on. But if we delve deeper, we’ll find that these practices are rooted in the underlying assumptions and beliefs of managers and their colleagues. This deeper layer, what we as organisational psychotherapists term as the ‘collective psyche’ of the organisation, plays a crucial role in shaping its management practices, and in selecting which practices apply.

This collective psyche, composed of the organisation’s shared assumptions and beliefs, acts as the foundation for how an organisation operates and makes decisions. It’s not just about what is explicitly taught or conveyed; it’s the unwritten, unspoken ‘truths’ that permeate the organisation. It’s about how employees perceive the organisation’s goals, how they view their roles within the business, and what they believe to be the ‘right’ way to do things.

For instance, an organisation that collectively values innovation will likely adopt management practices that promote creativity and risk-taking. Conversely, an organisation that holds conservative beliefs may implement more risk-averse and hierarchical management approaches.

These assumptions and beliefs also influence how an organisation reacts to challenges and changes. The collective psyche can either facilitate adaptability and resilience, or it can lead to resistance and rigidity.

It’s important to note, however, that this collective psyche isn’t static. It evolves over time, shaped by experiences, leadership, external influences, and even the individual beliefs of employees. It’s a complex and dynamic construct, deeply interwoven with the fabric of an organisation’s culture.

Thus, while we may see management practices as coming from experience, training, and tradition, they fundamentally spring from the organisation’s collective psyche – its shared assumptions and beliefs. This understanding highlights the importance of aligning management practices with the collective psyche, as well as nurturing a healthy, positive collective psyche within an organisation.

It also explains the key benefit of #OrganisationalPsychotherapy – enabling organisations to surface and reflect on their all to often submerged collective psyche.

Drucker On The Collective Memeplex

June 6, 2023
Alien tech, Article, Drucker, Management, Memeology, Organisational effectiveness, Organisational Therapy, Quintessence
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Drucker On The Collective Memeplex

Peter Drucker, one of the most influential management thinkers of the 20th century, had a lot to say about collective assumptions and beliefs in business. In his opinion, these elements are often deeply foundational to an organisation’s culture, influencing its strategy, operations and performance.

Drucker argued that the assumptions and beliefs shaping a business’s actions aren’t always explicit. They’re often unconscious, becoming part of the organisation’s culture. He referred to these implicit beliefs as the “theory of the business”. According to him, every organisation, whether it knows it or not, operates on such a theory.

For Drucker, this theory was essentially a set of assumptions about what a company gets paid for. It’s about understanding the reality of the business, its markets, its customers, its core competencies, and its societal role. These assumptions guide behaviour, decisions, and the direction of the organisation. They set boundaries and establish guidelines within which decisions are made and actions are taken.

However, Drucker warned of the dangers of clinging too tightly to these assumptions. He believed that businesses get into trouble when their environments shift but their theories of the business don’t. This, he argued, is why innovation and ongoing analysis are critical. Companies must continually question their assumptions, keeping them in line with changing realities.

He also believed that it’s important for these collective assumptions and beliefs to be shared across the organisation. If employees don’t understand or don’t buy into these beliefs, there’s likely to be confusion, inefficiency, and a lack of coordination. This can result in subpar performance.

In sum, for Drucker, collective assumptions and beliefs play a crucial role in shaping an organisation’s actions and performance. However, businesses must also be ready to challenge and adapt these assumptions as conditions change, ensuring that their theory of the business remains relevant and effective.

Self-Serving or All-Serving?

June 6, 2023
Alien tech, Antimatter principle, Article, Attendants, Needs, Organisational effectiveness
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Self-Serving or All-Serving?

It’s often said that we are best at solving problems we understand. But what if the problems aren’t ours? While (software) development teams excel at catering to their own needs, attending to the needs of others presents a new challenge. Uncover the disparity in this service and explore how the emerging role of Attendants promises to reshape this landscape by navigating the Needsscape and addressing the needs of all.

Development teams have long been the driving force behind many of the products and services that we use daily. But when it comes to meeting people’s needs, there’s a noticeable disparity. On the one hand, development teams are generally proficient at attending to their own needs. After all, they are most familiar with the tools and methods they use, and they sometimes even have the power to alter them to better suit their needs. They also have a clear line of communication within their teams to express their needs, and they understand the technical language and nuances that go into addressing these needs.

However, when it comes to the needs of others – users, stakeholders, or other teams within an organisation – development teams often fall short. They might struggle to fully understand the perspectives, problems, and desires of these other groups, especially if they do not have direct interaction or a clear line of communication with them. This gap in understanding can lead to products that do not fully meet the needs of the people they’re intended to serve.

In essence, the ability to attend to one’s own needs does not necessarily equate to the ability to meet the needs of others. It requires a broader understanding, empathy, communication skills, and a willingness to step outside one’s comfort zone. This is where the new role of Attendants can make a significant difference, with their primary focus on navigating the Needsscape and serving the needs of ALL the Folks That Matter™.

Business Is All About Attending to Folks’ Needs

June 6, 2023
Alien tech, Antimatter principle, Article, Attendants, Needs
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Business Is All About Attending to Folks’ Needs

So why not structure around that imperative? Imagine a profession unconstrained by traditional boundaries, an occupation focused on understanding and addressing needs in their entirety.

The Era of the Attendant

Welcome to the era of the Attendant – a role dedicated to exploring, mapping, and translating the ever-changing ‘Needsscape’ and serving the requirements of users, customers, groups and organisations. This is not just a job; it’s a paradigm shift in our professional landscape.

A Novel Professional Paradigm

I’d like to champion for a novel professional paradigm: the Attendant. Attendants stand apart in their unwavering commitment to exploring, comprehending, translating, and addressing the explicit and tacit needs of individuals, groups, and organisations. The Attendant role introduces a fresh perspective on the fulfilment of needs, unfettered by the limitations of a specific medium or discipline.

Mastery of the Needsscape

Central to an Attendant’s role is the mastery of the ‘Needsscape,’ a dynamic landscape of evolving requirements and expectations. Attendants are skilled at cultivating this Needsscape, distilling key insights, and transforming them into actionable and adaptable outcomes that cater to folks’ needs.

The introduction of the Attendant role marks a fundamental shift in our understanding of professional roles. This shift advocates for roles that place paramount importance on interpreting the ever-changing Needsscape and addressing these needs rather than being restricted to a certain set of tasks. The future demands not only the creation but also the attentive, adaptive, and progressive servicing of needs.

A Promising Future

Attendants, with their focus on deciphering and navigating the Needsscape, are ideally positioned to steer us into this promising future.

You may also like to read more about the Needsscape:

Testing the Approach, Not Just the Product

June 5, 2023
Article, Capability development, Culture change, Engineering, Feedback, Testing
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Testing the Approach, Not Just the Product

Are you, as testers, merely policing the final product? Dive deeper into the fascinating, often overlooked realm of testing the software development approach itself. Imagine the possibilities of unearthing hidden bugs not just in the code, but in the entire system of creation itself. Intrigued? Let’s get this conversation started.

Hey testers. You’ve got buckets of expertise in sussing out bugs and finding things that don’t quite work as expected, right? But tell me, how often do you turn those remarkable skills to testing your organisation’s approach to software development itself?

Don’t you reckon that’s equally critical, if not more so, than testing the end product? After all, a well-oiled software development approach might just make your bug-hunting tasks lighter, eh?

Are you taking the time to inspect whether Agile methodologies truly speed up the delivery process for your teams? Or is it that Waterfall’s clarity of scope suits your projects better? Can you confidently say that your approach to software development is truly fail-safe, or are there hidden gremlins waiting to gum up the works?

In those huddles, have you ever discussed how Continuous Integration and Continuous Delivery (CI/CD) is really influencing your development effectiveness? What about DevOps? Are you certain it’s helping bridge gaps between teams, or might it be widening them instead?

How often do you question the chosen development tools? Are they making your job easier, or do they sometimes seem like a square peg in a round hole? And what about the balance between manual testing, automated testing and QA? Have you thoroughly tested the effectiveness of that mix?

Now, let’s not forget the people aspect. Is the team structure working like a charm or does it sometimes feel like everyone’s marching to a different drum? Are folks getting their voices heard, their ideas tested?

Do see where I’m getting at? Software development isn’t just about creating quality products; it’s also about refining and testing the methods that get you there. And you, dear testers, are perfectly poised to lead that charge. So, what do you say?

How Do We Change a System That Doesn’t Want to Change?

June 2, 2023
Alien tech, Article, Culture change, Empathy, Listening, Needs, Organisational effectiveness, Organisational Therapy, Quintessence
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How Do We Change a System That Doesn’t Want to Change?

Changing a system that doesn’t want to change is hard. To do so invites us to focus on needs, not wants. Wants are like wishes, but needs are what drive action. So, change requires us together to change what the system needs.

This means we need to change what the people who own and run the system need. They decide how the system works. Their needs shape it. For positive change, their needs must fit with the changes we need.

One way to do this is to invite folks to consider why the change is good. Let’s say a business is reluctant to address “people issues”. By illustrating, with dialogue, how people are central to them getting their needs met, work can be easier, save money, and make customers happier.

Organisational culture is also key. It’s like the personality of the business. It decides how people think and act at work. If we can change this culture, it can also change what the system and those in charge of it need.

In the end, changing a system is about changing its needs. This can help bring the change we all need.

What is Normative Learning?

June 2, 2023
Alien tech, Article, Community, Culture change, Learning, Needs
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What is Normative Learning?

Imagine waking up one day, only to realise that the world isn’t as you’ve always perceived it. Your beliefs, assumptions, even your understanding of yourself and your group(s) are challenged, inviting y’all into an enlightening journey of self-discovery and adaptation. Welcome to the fascinating realm of normative learning – an odyssey towards personal and community transformation, and broadened horizons.

Normative learning is a process of reevaluation and adaptation, where we reassess our understanding of the world and our place within it. This iterative process can be triggered when we encounter situations or information that contradict our preexisting beliefs, assumptions or expectations. Such moments force us to confront the fallibility of our understanding, prompting us to say, “Hmm… it now appears that the world does not work the way I/we thought it does.”

This kind of learning goes beyond simple knowledge acquisition. It’s a complex negotiation of personal and societal belief systems, often challenging the status quo, questioning ingrained habits, and promoting growth. It is not always an easy process, but it’s an essential one for both personal and societal development. The revision of assumptions and beliefs broadens our perspectives, enabling us to be more open, empathetic, and adaptable.

Moreover, this learning journey can also lead to a profound reevaluation of self. By reframing our worldview, we inherently alter our self-image and self-knowledge. As we understand more about the world, we understand more about ourselves, making normative learning not just a cognitive exercise but a path to personal and collective transformation and enlightenment. This complex relationship between knowledge, self-discovery, and societal norms is what makes normative learning a fascinating area of exploration.