This is a brief summary of “Kanban Maturity Model:Evolving Fit for Purpose Organizations”. As David Andersen and Teodora Bozheva say, the purpose of the Kanban Maturity Model is to help organizations relief from overburdening, deliver on customer expectations, predictable outcomes and survivability. Kanban Maturity Model bases itself on the 5 levels of CMMI – but borrows a lot of concepts from Lean/TPS, Real World Risk Institute, Mission Command and Maturity Model of Jerry Weinberg.
The Kanban Maturity Model architecture rests on two dimensions – Maturity Levels on the Vertical and the Kanban Practices on the Horizontal.
The Seven Maturity levels are
Maturity Level 0 – Oblivious, Maturity Level 1 – Emerging, Maturity Level 2 – Defined, Maturity Level 3 – Managed, Maturity Level 4 – Quantitatively Managed, Maturity Level 5 – Optimizing, Maturity Level 6 – Congruent.
The Six Practices are Visualize, Limit WIP, Manage Flow, Make Policies Explicit, Implement Feedback Loops, and Improve Collaboratively and Evolve Experimentally.
Having been in Agile and Kanban coaching for a few years, I feel this book is pretty comprehensive in terms of assessing organizations at different maturity levels and what is needed for organizations to get to the next level. This is a very brief summary of the book – the book is a must read for Kanban coaches.
Here is a link to the summary –> Brief Summary of Kanban Maturity Model
Mary Lynn Manns and Linda Rising, in their new book “More Fearless Change” have come out with an excellent sequel to their first book “Fearless Change” – a collection of tactics and strategies to make change happen in an organization. As the authors say, this book is not a recipe for change but a collection of patterns which will provide ideas to change the mindsets and behaviors of people involved in change in organizations . Their first book had a set of 49 patterns and their second had 15 patterns.
Here is a brief summary of the 64 Change Patterns –> Brief Summary of More Fearless Change
Dominica Degrandis’s book “Making Work Visible – Exposing Time Theft to Optimize Work and Flow” dwelves on not just making work visible but identifies the five time thieves that prevent you from getting work done – namely, Too much WIP, Unknown Dependencies, Unplanned Work, Conflicting Priorities and Neglected Work. Each of these “time thieves” are dealt with in depth and also looks into ways and means to tackle each of them.
Here is a brief summary of the book –>Brief Summary of Making Work Visible
“The Coaching Habit:Say Less, Ask More and Change the way you Lead Forever” by Michael Bungay Stanier is a great read for Coaches in asking the right questions, which builds curiosity and get the most out of a Coaching conversation. The Seven questions are:
- What’s on your mind?
- And what else?
- What is the real challenge here for you?
- What do you really want?
- What do you want from me?
- What could be being fully committed to the idea look like?
- What was most useful for you?
Here is a brief summary of the book –> Brief Summary of The Coaching Habit
The Art of Focused Conversation – 100 Ways To Access Group Wisdom In The Workplace – edited by Brian Stanfield, is a wonderful book which talks of how structured conversation takes place through questions in a format called ORID model – Objective, Reflective, Interpretative, Decision. The book also has 100 examples of conversation in different settings using the ORID Focused Conversation model.
Here is a brief summary of the book –>The Art of Focussed conversation
Clean Language is a communications methodology, developed by David J Grove, a New Zealand ‘Counselling Psychologist’, during the 1980s and 1990s. Though initially used in psychotherapy, Clean Language offers helpful techniques to all professional communicators, especially those working closely with others.
Clean Language is a questioning and discussion technique used especially for discovering, exploring and working with people’s own personal metaphors.
Clean Language techniques are aligned closely with modern ‘enabling’ principles of empathy, and understanding, as against manipulative methods of influence and persuasion and the projection of self-interest.Clean Language helps people to convey their own meaning, free of emotional or other distracting interpretation from others.
Clean Language helps clients to discover and develop symbols and metaphors without any content introduced by the therapist/coach/interviewer. It promotes better clarity of communications, neutrality and objectivity (absence of emotional ‘spin’, bias and prejudice), ease of understanding, and cooperative productive relationships.
Wendy Sullivan and Judy Rees have come out with a wonderful book on Clean Language. Here is a brief summary of the book –> Brief Summary of Clean Language
References : http://www.businessballs.com/clean_language.htm
This is a brief summary of the book “Liminal Thinking – Create the change you want by changing the way you think” by Dave Gray. Dave is the author of books such as “Gamestorming” and “The Connected company”.
According to Dave, Liminal thinking is the art of creating change by understanding, changing and reframing beliefs. The book goes on to talk about the Principles and Practices of Liminal Thinking.
Here is a brief summary of the book “Liminal Thinking” Brief Summary of Liminal thinking 1.0