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 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.
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.
Leadership and Self Deception by the Arbinger Institute, is a leadership fable which discusses two concepts – “In the Box” and “Out of the Box”.
Once a person is “in the box”, they see others in a distorted way and as a source of their problem. The person “in the box” sees himself as the centre of the world and others as mere objects – whose needs are secondary and less legitimate than their own. He, more often than not, blames others and finds faults with whatever others do or say. For the person “in the box”, his needs come before anybody else’s and only after they are satisfied, does he look at needs of others. And a person “in the box” could face issues such as a lack of commitment, lack of engagement, poor team work, backbiting, lack of trust, communication problems among others. It is because being “in the box” limits our ability to reach our full potential and betrays the basic obligation that we have to see others as they are, as people.
A person “out of the box” sees others as People – as a person who has feelings, hopes, fears and needs. A person who is ‘out of the box’ places his needs and the needs of others on the same level. He is a good communicator, tries to motivate people around and can deliver even the hardest messages without any ill feeling. The motivation for smart people to be smarter and for skilled people to be even more skilled, is for them to be treated in a straightforward manner, and to give them the respect and dignity they deserve. A person “out of the box” creates an environment of openness, trust and teamwork where people work hard, put in effort for the collective good of the group not for individual accomplishments.
There is a nice summary at the end of the book :
Self betrayal leads to self-deception and “the box”
When you are in the box, you cannot focus on the results
Your influence and success will depend on being out of the box
You get out of the box as you cease resisting other people
Don’t try to be perfect. Do try to be better
Don’t use the vocabulary “the box” and so on – with people who don’t already know it. Do use the principles in your own life
Don’t look for others’ boxes. Do look for your own
Don’t accuse others of being in the box. Do try to stay out of the box yourself
Don’t give up on yourself when you discover you have been in the box. Do keep trying
Don’t deny that you have been in the box when you have been. Do apologise, then just keep marching forward, trying to be more helpful in the future.
Don’t focus on what others are doing wrong. Do focus on what you can do right to help
Don’t worry whether others are helping you. Do worry whether you are helping others.
I just finished reading “Mastering Leadership” by Bob Anderson and Bill Adams – a great read on Leadership. I feel this book along with “Leadership Agility” by Bill Joiner and Stephen Josephs covers most of the bases required to understand Leadership competencies, the different levels of leadership and Leadership models to develop great leaders.
Here is a brief summary of ‘Turn the Ship Around” by David Marquet – a great leadership book which talks about how great leaders follow a “Leader-Leader” structure instead of a “Leader-Follower” structure by giving up control, by being competent by pushing decision making to the lower levels of the organization and providing a clarity of purpose. A truly excellent read.