Great article! Obviously, I am in agreement with this. :) However, I will say that I have worked on agile teams that did very good retrospectives and followed up on issues identified in that ceremony with a process very similar to the kaizen.
Great question. I am not sure I have the best answer, but here’s what it feels like to me. The teams I’ve been managing are always working on other really important stuff. When a problem starts bubbling up that I have visibility into, I don’t really want to pull the makers out of their zone to start considering a potential problem until I am very…
I agree. All of this can be applied to the greater organization. One point I really wanted to get across (and why I focused on the executive team) is that executive teams are not perfect and that is okay. It’s how those teams interact in the imperfection that matters.
Thanks for your comment, Helene!
I didn’t mean too emotional as in people are crying or flipping tables. But sometimes you aren’t getting anywhere because people have switched from debating to find the truth to defending a position they are attached to. And this can be subtle. I find in that situation a pause and time for reflection allows that attachment to disappear. You know?