customers

Basically we have two methods to survive. We can kill something. Or we can pay someone to kill something for us. In modern society, most of us choose the latter, and so we have capitalism, the religion of outsourcing.

It seems that in preliterate societies, there was a general assumption that everything is real. Then we got clever and thought some things were real and some were stories. Now we know that, while there is likely a reality, it’s inaccessible to us. We interact with it, but all of our perceptions of it are mediated by our own psyches.  We will only ever have second-hand knowledge of reality. We will only ever have stories.

Likely you saw the flaw in my reasoning above.  I said “we” interact with it. But what does that mean? When you say, “I”, do you mean your body? How even could you, if it’s yours? Whose? Your body interacts with reality. Your body is part of reality. But you? Your self?

Some people convincingly argue that the self is an illusion. There is only your body and the phenomena it produces. There are neurochemical phenomena, experiencesthoughts. But where is the you there? And then when you look at matter, you just find more phenomena. Waves in fields, manifesting the illusion of particles. It’s just activity all the way down. It doesn’t exist, it just becomes. But this is just another kind of mistake. While it doesn’t exist, just like stories don’t exist, yet it does exist in the way that stories do also.

So I don’t exist, and you don’t exist. Only processes exist. And you and I exist insofar as we are processes.

So then we have these complex macroorganisms. We kill them and eat them. Or we pay someone to.

Capitalism is the story of how these payments take place. In the 20th century, we started getting some good ideas about this story. Provide the customer value so that they will buy your product instead of someone else’s, as cheaply as possible. Be as honest with yourself as you can be, in service of this aim. Be as empirical as you can be, in service of this aim. In other words, perform experiments and learn. Be as responsive to the apparent demands and vicissitudes of reality as is conducive to providing more value at less cost.

There have been some strange ideas about the customer in the 20th century. Most of the discussion of customers is condescending and trite. We talk about making them happy, pleasing them—delighting them, even. It’s distasteful. In capitalism, every customer has customers. Every process has outputs.
Every output has paying customers, or the process that produces it dies through some variety of predation.

The purpose of a supplier is to understand the value that its customer provides to that customer’s customers. You should be an expert in your customer’s value proposition to its customers. That’s how you can provide it the most value. That is how you will cultivate loyalty. Not by delighting it.

Most discussion of customers in the 20th century is parasitic. This discussion is how we got ourselves into this situation. This unsustainable mess.

Note how I’m using customer here. I mean a customer in a SIPOC. I am not trying to be cute with the word customer. I am not trying to liken all interactions to transactions between a shopkeeper and a patron. But typically if a microorganism is expending calories engaged in a process, it is doing so with some expectation of a return, and that return is rarely monetary. Think of the processes that you perform daily. How many of them result directly in remuneration?

Many of them result in a surge in dopamine, which is a kind of promissory from the universe saying, “If you do more of that type of behavior, you may increase your likelihood of procreating.”

The old model is, understand your business, and sell a product to a customer. A better model is, understand your customer’s business, and sell them a product or service that enables them to provide more value to their customers.

That’s virtue. Everything else is a variety of predation.

The attraction of what is strange

Explaining things
So the series of vignettes I’ve been writing about my history of developing the (let’s call it) dexterity of my non-dominant hand is even more depressing than I anticipated. I think it’s because I like making arguments, not implications. A story implies too much. Or, I like making implications, and inserting small stories inside of my arguments, but I don’t like making arguments inside of stories. I don’t like explanations in stories, but I do like stories in explanations.

Likely now that I’ve said that I’ll feel differently about it.

Discomfort
I heard David Sedaris read once about how he loved living in France because the language was difficult for him, and I could relate. This is clearly one reason for using my left hand. It’s as if, instead of choosing some challenging goal using my native hand (or tongue) I will do mediocre things with a foreign hand. 

Hero Worship
Another reason is that I have always felt that, for life to be good, I would have to very fundamentally change who I was. For most of my life, I did not see my challenge as one of degrees, of continuous improvement. I saw it necessarily as radical transformation. 

I have also throughout my life experienced electrical storms in my head, as if the voltage got wonky. Someone will speak, and suddenly I’m not just listening—I am tracing their words with a needle that’s located somewhere between my ear and my uvula. Or I will have a thought, and my whole body incorporates it, and I have to grind my teeth and speak nonsense for a minute to calm my head. Or I will feel as if in front of me is a low pressure zone, and behind me is a high pressure zone, and my thoughts extend out in front of me, pulling me forward.  I have experienced that while watching people perform acts with dexterity, especially when doing so sinistrally. People talk about a “tingle down the spine.” Tingle isn’t the word.

Sometimes this feeling has gone wrong, and instead of my thoughts pulling me forward through pressure differential, they form an inflexible plank, extending forward from my face, and I am unwieldy maneuvering because of this ballast. Why I must have such a figurative conception of planning I don’t know.

But anyway, seeing someone that I admire doing something so fundamentally different from the way I do it has given the politburo of my mind ammunition for dictating that the workers be left-handed.

Similarly, it sometimes seems to me that I don’t experience affection in a normal way, instead experiencing primarily envy or disgust.

Mindfulness
Still another reason is the mental concentration, and the experience of rapid development. Maybe some Dunning-Kruger. In trivial tasks, you can double your dexterity with your non-dominant hand, while the same level of practice might produce diminishing returns for the right.

And there are a lot of ways to focus. On the physical movement (the grip, the movement of the shoulder, the elbow, the wrist, the joints of the fingers), the mental model of the movement (the way the shape of a letter feels), the mental picture of a letter, trying to trace that mental picture, or simply focusing on what the tip of the pen is doing and connecting that with what your arm is doing, and relating the two. You can be an instant in the past, an instant in the future, or somehow right in between. And over time the consciousness of using the wrong hand is replaced with a feeling of pure intention, of willing a letter, a word, a sentence to be formed. 

Side-effect
And other phenomena seem to go on. Imagination seems to improve. Verbosity drops off. You find yourself thinking about square roots. 

Practice
One thing I have learned over the past few weeks is something about practice. While I have practiced on and off at this for years, it has always been with a blend of confused intentions, and always mired by very messy self-doubt. And always for surprisingly short bursts. Years of daydreaming, and maybe two weeks of sporadic practice.

This time, I accepted but didn’t dwell on the anxiety. Instead, I set some straightforward goals and rules. Practice twice per day. Don’t worry about which hand you use in daily activity. Don’t try to change anything about yourself. Just practice. Focus on objective skills: writing a sentence smoothly, consistently, shaping the letters the way that you intend to, each sentence similar to the one above it. Focus on finding a grip that is comfortable and non-fatiguing. Do this and nothing else. Breathe through the rest.

When you find a shape that’s hard to form, form it over and over. Don’t have anything distracting going on. No video or music or erratic thoughts. Focus the beam of your attention over and over and over so over time it distills your awareness into a concentration. 

That’s how you myelinate the axon sheaths.

Lean
I haven’t been having coffee for a few weeks, and hardly any any processed food for a little over a week. Mostly vegetables, meat, yogurt, and milk. I think I’m not getting enough calories and feel a bit tired. But also I feel less protected from my thoughts. My mental arousal seems more closely connected to the clarity of my intention in any given moment. I can go from feeling tired to very engaged just be visualizing a desired outcome, as if, without the stimulants of caffeine and simple carbohydrates, the accelerator has become more sensitive.

 I am rereading Karen Martin’s book Value Stream Mapping. I am in the thick of a lot of process design and improvement at work, but that’s difficult to talk about.

Why no posts?

Why did my production to this blog reduce so significantly over the past few months?

Reasons:
One reason is that I have several draft posts that I don’t know whether to put here. While I’ve put pieces here that are more personal than professional, I had a loose ratio of what was acceptable in mind, and lately my thoughts have been more personal, so if I post what’s on my mind, the ratio would be wrong. I told a few Lean associates about this blog, and I have a composite readership in mind. I worry about causing embarrassment or confusion.

I spent much of April writing a short story, and since then I have been trying to write an essay about the correlation of my compulsion to use my non-dominant with changes to my mental habits—specifically, the volume of questions I ask myself, and the attention I pay to the objects in my mind’s eye.

Writing about my intermittent yet almost life-long fixation on my non-dominant hand isn’t something I enjoy, and I don’t enjoy talking about it with others. It’s just a strange thing that’s always been there. So instead of writing about it directly, I’m composing a series of vignettes describing my habits in regard to my mind’s eye, trying to make more sense of these correlations.

In other words, not interesting at all. Not even to me, let alone to anyone else. The only reason I’m doing it is to try to be done with it.

And this is misleading, because intermittently, it is very interesting to me. I wonder intensely about it. Why this fixation? Do others have it? (Yes, they do. There are wikihows and online articles, and at least one youtube channel, devoted to developing dexterity in your non-dominant hand.) Why do they have it? I’ve been reading Iain McGilchrist’s book The Master and his Emissary: The Divided Brain and the Making of the Western World. which, conveniently, is about the tendencies of the two hemispheres of the neocortex. So that’s making it worse.

What else. I’ve been running. That’s good. I read Northrop Frye’s book Secular Scripture, which is fascinating if you’re interested in how popular stories reflect the collective psyche of the societies that cultivate them. I read a book by John Sarno called Healing Back Pain. I read it on June 20th. Today is July 1st. On the day that I began reading it, I was experiencing sharp pain in my lower back, and with it I was having the normal anxiety that comes with it. How can I accomplish my goals if I can’t sit at a desk? Why doesn’t anything I do work? I’ve had this intermittently since I was fifteen. Occasionally it’s debilitating. Since the 22nd, I can say that I haven’t experienced this pain. I’ve experienced  discomfort. But I think this is the normal discomfort that comes from sitting. I haven’t experienced sharp pain, and, maybe more importantly, my attitude towards the discomfort is changing. I am worrying less about it. So that’s interesting.

But, getting back to the problem. I need to decide what to do in regards to this site. Should I start another one for my more personal writing and for fiction? Which isn’t necessary. But right now, I’m in such an in-between place mentally, I don’t even know where to file things. I don’t know where things go. What even is my goal? 

At work I am working on process maps and value-stream maps for a process that we are developing on the fly. It’s such an undeveloped process that I’ve decided to do it several times myself, hands on, in order to be able to train the Analysts on it. That is maybe the lesson I’ve learned over the past couple of weeks. It’s the 5th of Leah Guren’s 10 golden rules.  (Why she doesn’t just call them commandments, I don’t know. She’s Israeli, so maybe it’s too sacrilegious?) Anyway, the rule is: Don’t write blind. It’s very tempting when people are asking me to develop processes on paper to see it as my job as to do just that. But it’s very difficult to describe a good process that I haven’t performed. It might be adequate. People might agree with it. But, when I actually do the process, and go back and read my own workflow or instructions or process map, I find deficiencies that I just couldn’t see before. 

I knew this. So my strategy was to ask the Analysts themselves to take my instructions, and try to use them, and to revise them in a way that makes more sense to them. I set up standards for the process in One Note and ensured everyone had access to the notebook. Clearly the next step (when no one makes corrections to the document) is to let the process run, and produce defects, or excessive cycle times, and do a quick cause analysis on the defect or delay, and find the inadequate process standard to be to blame, and work with them to fix it. That sounds good, right? But everything is moving so fast. There are so many problems. 

I’ve been staying late working on developing the process metrics so I can get a  good Target Condition. I’m doing this without a Coach, which makes it tricky. Friday I had a good start at a value-stream map with a few weeks worth of data on % C&A and cycle times. Now to gather that data on the upstream processes.

A brief problem analysis: the importance of knowing roles

Problem:
I was frequently feeling a distracting level of frustration when a contract Business Analyst (BA), whom I have been working with for a few months, would ask me questions or want to discuss problems or next steps on the project we are working on. I did not like my tone of voice in replying to him, and I could not determine what was causing me to experience this level of frustration. While it is normal for me to initially experience frustration when talking with someone, I usually figure out the cause and make necessary adjustments for it. I eventually was able to that in this case, also, but it took awhile. 

This BA has been working in the cubicle adjacent to mine for several months. Since there is significant overlap in the work that he and I do, we have been working together a lot.

He is a self-described extravert, and tends to think out loud, but that, to my mind, wouldn’t account for the level of frustration I was experiencing in talking with him.

Attempted methods of resolution:
First, I took a walk with him and explained  my problem: something about our interactions was causing me trouble, and I wasn’t able to identify it. We agreed to work together to improve the effectiveness and ease of our interactions.

My first countermeasure was to ask him, when he would start describing a problem to me, whether he wanted assistance or whether the conversation was just an FYI. This hardly helped because usually he wanted assistance. 

Then I attempted to clarify early in each conversation what kind of assistance he wanted. Did he want me to serve as a sounding board as he talked a problem through? Did he want my advice as a Process Improvement person? Or did he want me to give him some direction as a more senior staff member?

These countermeasures had little effect.

Resolution:
The answer came when I recalled an interview with Noah Yuval Harari, in which he described the important role of titles and rank in human cooperation. We interact in a fictional world of corporations, departments, and job titles. We create stories and live inside of them. While sometimes these stories are overemphasized and the importance of human interaction is underemphasized, the problem can lean the other way. In this case, my problem was not so much with the person, but with an ambiguity in our roles.

Because he is playing an ambiguous role, gathering requirements, identifying problems, proposing solutions, setting meetings, and because he is a Subject Matter Expert (SME) in the abstract in many of the problems he is covering, and yet he  is not the designated SME in any of them, my mind was having a very hard time making sense of our conversations.   Additionally, I also play an often ambiguous role.  When he would come to me with problems, my mind was trying to classify his question in the context of its asker (him) and our relationship (per our roles). Normally, I know and assign roles implicitly. My mind simplifies most interactions by asking something like, 
“Is this my area of expertise or responsibility?” If yes, I take the person’s question and take responsibility for it. If not, I ask
B “Can I direct the person to someone else?” If it falls in an unclear domain, I ask,
C “Can I quickly help them analyze the problem so that they can move forward with experimental solutions?”

But in this case, my mind was answering “I don’t know” to A because of the significant overlap in our roles. It was answering  “No” to B because this person was already talking with the SMEs and was often in some degree of disagreement with them. Not being a SME, I did not know what to do in regards to this disagreement. Finally, it was was answering “No-o-o-o-o!” to C because of the frequency of these conversations.

Once I identified the problem (that he and I have ambiguous and shifting roles) then I was able to recognize that we may need to negotiate our functional or contingent roles more frequently so that I can decide the right role to play in any given conversation. For example, am I acting as senior personnel, providing insight not the workings of our department? Am I providing analytical assistance? Am I declining to assist due to time constraints? All of these options felt more available to me once I realized that they are normally unconsciously self-evident due to the relatively fixed nature of organizational rules.

Death, etc.

Torah
I have an A5 sheet of paper that I keep in my breast pocket. It reminds me what to do when my executive function fails. 

Begats
After work today, I called my grandfather. I call him Pop. He’s 83. We talked about the Korean War, working life, my Dad’s health problems, and, briefly, death.

Death
A close friend calls me about death and whatnot. I bite my tongue, literally, talking about the pros and cons of overdosing, while eating a hamburger. It hurts but I’m drunk, and tongue and teeth are really just asking for it, so close together.

Steely Dan
You do his nine to five
Drag yourself home half alive
And there on the screen
A man with a dream.

Pragmatism
Naturally, I feel shame for producing some affectation regarding habits and rituals. And so on. The afterlife is abstract, along with a soul, god, so on. And so we (wouldn’t we?) want to find out how important this life is. If what others regarded as being somehow higher is abstract, wouldn’t we want to find out what those numinous feelings are for? Anyway, you can’t argue intelligently with any of that. Some posture or another. 

Continuous Improvement
I am coaching. Experimenting, documenting those experiments. Teaching, sending surveys, getting feedback, making adjustments. Past, present, future. As you do. Improving habits. 

Dopamine

David Foster Wallace wincing between statements in discussion with Charlie Rose.  What was he wanting? For people to think he’s smart?

You call tell that by the look on my face?

Motivational salience. There’s a term that you can picture. Somewhere about as good as valence. You can see the electron in the outer shell. The valence of an object is dependent on your context. 

Some shattering fawn, etc. Or something similar that seems to know what you were getting at, without being there.

Socrates’s dialogue with Ion, who is, not skilled, but divine. A general instructs others. It’s maybe not as easy a skill to judge as that of the charioteer? Is it easy to assess the efficacy of a doctor? 

What is the name—John Ashbery. Quick question. Doesn’t he remind you of—not the philosopher—Francis Bacon? What is it about him?

You imagine Stephen strolling along a Dublin street—epiphany!

You read and you channel, then. That’s what he was saying. It’s a spirit, an intoxication. You act in accord with another, who acts in accord with another. Massimo Pigliucci asks Epictetus a question.

You are acting with the intelligence of another, as they have transmitted it. It’s a start, anyway. Inferior to informed empiricism. But why did Santiago Ramón y  Cajal write Advice to a Young Investigator? It isn’t instructions for how to set up a lab experiment. Or is it? McGonigal says, “I think everyone needs to treat themselves like they are their own science experiment.”

Socrates, why do you think Ion treated the General differently from the Doctor, the Charioteer, the Sailor?

Smear

You wash a counter according to the principles: multiple passes with soap in the wash phase; multiple passes without soap in the rinse phase; wringing the sponge each pass of the rinse phase. You  are sure any grime, anything tacky, is completely removed, so that it won’t break loose and smear. You employ patience. Yet it doesn’t matter. Try to walk away, it will bring you back. The light catches it. Or your mind holds it as a question and has you return to inspect just once more, to find it. 

What color is your counter? Do you vary the pressure that you apply? Do you experiment with vinegar? Do you use timeblocks to contain your concern? Do you remember the craze of those green faux-marble counters in the nineties?

Islands were popular in the nineties. Have you ever tried to wash a countertop that extended significantly beyond its base? It flexes. You wonder how much. How many times before it breaks? If something can break eventually, does it break a little bit all the times it flexes before that? Or is there some threshold pressure that must be met, and below that it can warp forever?

Walking past a stack of firewood, it occurs to you that if it ever falls, it is either in the process now, or will its stillness will have been disrupted.

Anxiety or Conscience?

I’ve gone on a lot of tangents on this blog, looking for similarities between the sacred and the secular. In my mind, I’ve drawn two columns.

Religious Practice Analogous Secular Practice
Prayer Self-talk¹
Imagining the personality of God Imagining what is above and greater than the self
Reading scripture Careful reading of any text that is written with care for the benefit of the reader
Catechism FAQ
Asking God for guidance Asking the unconscious mind for guidance
Picturing heaven after death Picturing continuous improvement
Picturing hell after death Picturing hell before death

The compelling analog for this week is: anxiety = conscience.

This week I’ve been engaged in this experiment: what if I listen more closely to my “anxiety”, and what if I treat it as if it were my conscience? In other words, it is always information, or at least data, and my job is to interpret it.

Clearly we all do this. It’s how we survive. But, at some point, based on unconscious assumptions and cultural norms, we think we’re feeling too much. We think it’s unreasonable, a distraction. But are you sure? This week, I’ve been acting under the assumption that if it feels uncomfortable, it’s just my failure to interpret it and act on it adequately

I picture a Quaker sometimes when I think this way, and I know from experience to note that picture and add to it, to make more visual correlations so that when that picture fades and loses its power, as it inevitably does, my connection with the thought doesn’t follow.

Of course, acting as if anxiety is OK and deliberately letting go of aversion to it is counterintuitive in part because I assume that the aversion itself is part of how the brain makes the mind understand. If anxiety isn’t bad, will I be inadequately motivated to act in ways that minimize it? Reading Anders Ericsson’s book Peak brings this concern to the forefront. The discomfort of not being able to perform a specific task in a skillset that we are deliberately practicing is part of the process by which our brain rewires itself so that we can perform the task. But if we become too comfortable with this discomfort, does that interrupt the process? In Buddhism we are often, it seems, encouraged to just accept and sit with the discomfort. As I’ve talked about a lot, this troubles me for a few reasons. This is one. And that discomfort, I can describe this way: how to deal with anxiety has to be a central aim to religion. If a religious practice doesn’t alleviate anxiety, then who will practice it? And, as Viktor Frankl observes, a very effective way of making suffering tolerable is to put it in the context of a meaningful story. The Nietzschean How/Why quote. 

So, is conscience just more meaningful a concept than anxiety? Isn’t saying you’re anxious an easier out than saying your conscience is troubling you?

¹A friend observes that I should put meditation as the counterpart here. Which is interesting. In Zen meditation a question is often employed. But isn’t it a koan? A koan is paradoxical. It shows you the inadequacy of your reasoning. (Does that remind you of something? The paradox of the following the law: the wages of sin are death, and yet. The epiphany of vicarious atonement.) Also, recall the three pillars, great faith, great doubt, great determination. In the doubt, there is boundless inquiry. Or something. 

But I am thinking more of prayer as a dialogue between the self and the conscience. This is also the dialogue of a story.

What else, what else. In the Buddhist practice, you are setting up a story, clearly. The story of you and all the beings reaching enlightenment. So these are the two I keep coming back to. “Dropping the story” and controlling the story. But sometimes it strikes me that when we ask our conscience a question, the listening we do isn’t auditory. That seems obvious, doesn’t it? But for years I was literally listening.

Problems vs. Obstacles

This essay expands on the ideas introduced in its predecessor.

Per Rother,  a Target Condition is a combination of a “desired outcome” and the “desired operating attributes that achieve that outcome.” “A Target Condition includes both of these elements and is therefore more than just an outcome goal.”

The Learner moves from their Current Condition (their current outcomes, and their current operating attributes) to the Target Condition by identifying and overcoming Obstacles, using PDCA cycles.

How is an Obstacle different from a Problem?

http://www-personal.umich.edu/~mrother/Handbook/TC.pdf

You problem-solve special cause variation. You do process improvement on common cause variation. If you are simply trying to achieve an outcome one time, then all you are worried about are problems. A door is closed, you open it. The door is locked, you bust it down. The door is made of steel, you get some explosives. Common cause and special cause variation only pertain to iterative processes. The concept of unwanted variation is meaningless if you aren’t aiming for consistent outputs over time.

For example: these essays—and the sentences in them—suffer from common cause variation. The characteristics of my process cause the variation in quality. I can always go back and revise—pick over each infelicity, each fuzzy idea and inaccuracy, and improve them, but that revision process would have its own characteristics and capability. 

Maybe some improvement would result from the additional time spent identifying and removing defects. Another way of thinking of this is,  my inputs to the process of revision would be further developed than the inputs to my process of drafting the document—the vague impressions floating around in my head.

It can be challenging to see how many of our desired outcomes are the results of processes. But isn’t thought a process?

I had been mistakenly confusing the concept of Obstacles over the past few weeks. I had been thinking that one could have Obstacles to desired outcomes, and to well-formed plans. But after going back to the Practice Guide, I realized that the definition of an Obstacle is precise. It is what keeps you from achieving a Target Condition, and a Target Condition must be a combination of desired outcomes and process characteristics. Why set Target Conditions?

One reason is to reduce common cause variation. Why do you want to reduce common cause variation? Because as you reduce common cause variation—when you raise the lower limit of your variation—you are able to increase the upper limit. But there is another reason. You can reduce your variation to six sigma without developing innovation for the customer. You can produce undesirable products of the highest consistency.  Remember that you iterate through realized Target Conditions to a Challenge. A Challenge is just a description of your vision at a defined point in time. But your vision is based on what you actually want. What is actually valuable. What is actually better than reality right now. In order to move towards that, you have to have breakthroughs and discoveries, to develop in unforeseeable ways. Reducing common cause variation is a necessary component of that. If you sometimes get out of bed and sometimes don’t, you’re going to have a hard time. Even the most creative of professions require consistency. If you look into the processes of Chopin and Feynman, you won’t see them lounging about waiting for epiphanies. 

When I started writing this essay, I thought I was going to explain a three-tiered model of Obstacles.

    1. Obstacles on just desired outcomes,
    2. Obstacles on drafting plans that can bear scrutiny, and Obstacles to implementing those plans,
    3. and true Obstacles to achieving Target Conditions.

But, as dealt with the problems as I found them, sentence by sentence, and by going back to the source material, I realized my thoughts had gone astray. Thank god for problems. 

Utility

This week, I had two of the critical conversations in the kata deployment. These were go and see experiments because my conversations were only elicitations of the impressions of my interlocutors. I wasn’t trying to see what would happen if I introduced a conversation into the process of management. I wasn’t trying to change their minds, but see how the current state of their minds reacted.

I showed the simple block diagram. It looks something like this:

Inputs Process Outputs
Difficult decisions Choose the decisions that will take the longest to answer (leave the easier ones for later).  Improved questions
Ideas of plans Draft a clear attempt at an answer, preferably a diagram with explanatory notes. Answers
Preliminary drawings Distribute it to the team members. Ask them to scrutinize it and ask questions. Plans
Impressions of obstacles Answer all of the questions that you can.  
Impressions of questions

For the questions that you can’t answer clearly, do research, or experiments, and find the answers.

Do coaching cycles on these research cycles.

 
Known hindrances Update the document with those revised answers.  
Known questions

Repeat these steps until the document can bear the scrutiny of a core set of team members. It’s not that everyone has to agree. It’s that the answers to questions must be defensible. The kata coach should be in these conversations, and look for indications that the interlocutors are making arguments and claims outside of their knowledge threshold. She should document these arguments and claims as obstacles and discuss them with the learner after the meeting. 

They should do more experiments (PDCAs) on these arguments and claims.

 
  Don’t even try having difficult technical conversations without a drawing or technical document in front of the members.  

Of course this process isn’t guaranteed to produce consensus, but lack of consensus isn’t what been plaguing us. It’s a maelstrom of vagueness. Of arguing past one another. Of groundhog day debates. Klinkenborg’s diagnosis comes to mind: people want so badly do be done, that they don’t focus properly on doing. They want the decision made. They “don’t want to argue.” They commit to an idea for a day, then the next throw their hands up, claiming indifference. 

I predicted tepid assent; instead, the idea received enthusiastic support. Why? What did I learn?

In a coaching cycle with my boss, he asked me, and we came to a different conclusion together than I had before the cycle. My conclusion had been something like bafflement. Sometimes people are excited by the same ideas that I am, sometimes they aren’t. Who knows why. His impression was clearer and probably more accurate.  

The question I’m trying to answer is not how to apply Lean principles to the work we’re doing (a question that’s interested me for years). The question I’m asking is, how can we overcome the most daunting obstacle before us? Also, at present, the team members’ descriptions of the obstacle are remarkably convergent.

My thinking, and consequently my presentation, emphasized how our problem could be addressed, instead of how my preferred technique could address our problems.

Is this learning, precisely? It seems more like the application of some general principles. Maybe it’s more like practice. I didn’t learn the principle. But maybe I’ve developed some experience in applying it. 

I think what I’m seeing is that  we (meaning, people in general) want to see precisely how a technique can help us solve our most pressing problem, not hear how, in principle, a methodology can justifiably be applied to a family of problems. Because the core team has been experiencing real grief, sitting in the same long meetings, and I have been trying specifically to reducing this suffering, the resulting ideas were more interesting to my teammates. As Rother would say, I’m focusing on the  one obstacle that we need to solve now. Not picking out the problems that I think I know how to solve.