Step 2, Skills to Coach for Development: Basic Techniques for Humble Inquiry Questioning (1 Day Class)
Formerly known as Coaching Lean Problem Solving Thinking. We regularly PDCA our workshops and make improvements which may necessitate a title change. If you have previously take Coaching Lean Problem Solving Thinking, we do not recommend that you take this course.
Participation in Skills to Coach for Development 1(of 4): Recognizing Effective PDCA Problem Solving andSkills to Coach for Development 2(of 4): Basic Techniques for Humble Inquiry Questioning together and in order is strongly recommended. Beginning in 2015 the programs will be offered together and paired as the first part of a sequence of programs designed to help build the core skills for coaching to develop PDCA problem solving capability.
Lean leaders and change agents generally have to implement improvements through people they don’t manage. They have the responsibility but little or no authority to accomplish their goals. Getting people to complete the tasks they assign or meet the schedules they set requires constant attention, encouragement, cajoling, and often taking the lead on the activities themselves.
There is a better way. Switch from trying to be the person out front leading the charge to being someone who utilizes his or her knowledge and experience to coach employees when needed. In other words, try the sensei or Socratic approach to coaching and leading to develop the capability of employees to be self-sufficient problem solvers.
The purpose of this one-day workshopis to help lean leaders and change agents understand the importance of the role of the developmental coach in improving value-stream performance and develop the basic skills and perspectives to function effectively in that role.
Specifically the program will introduce the questions technique of Humble Inquiry that can be used to lead others through problem solving and implementing lean improvements - without taking over the problem solving thinking.
Workshop Activities: Participants will be facilitated as they:
- Look at the common image of the coach and examine the realities of the role.
- Describe the work of a lean developmental coach and how to tell if it is effective.
- Consider the special requirements and challenges of coaching those responsible for lean problem solving and continuous process improvement.
- Recognize the role of lean problem solving thinking in lean implementation.
- Examine the developmental approach to coaching and recognize it is not necessary to be a lean expert to coach other problem solving thinkers.
- Practice the skills of open-ended questioning, attentive listening, recognizing sound PDCA problem solving thinking and put the skills together to practice Humble Inquiry questioning.
- Explore and practice the key activities in the process of Coaching for Development:
- Giving lean implementers a task or project as their own responsibility
- Prompting awareness as others investigate, think and experiment on their own
- Helping others see results versus processes and compare plan versus actual
- Forcing reflection and learning from it
Through instruction, discussions, group activities, and hands-on exercises, the you will:
- Recognize the assumptions behind the traditional function of a coach and the limitations of coaching for correction
- Understand the developmental approach to coaching and recognize how its perspective and techniques contribute to implementing and sustaining lean through problem solving.
- Increase their skills for asking open questions and listening attentively to facilitate, prompt, and develop the problem solving thinking and decision making of others.
- Practice using attendive listening and open questioning to recognize where coachees are in their porblem solving thinking and assess their effectiveness through comparison to the flow of PDCA problem solving.
- Put the above skills and techniques together to practice Humble Inquiry questioning to coach and develop someone's problem solving thinking.
- Assess your own effectiveness as lean problem solving coaches and set goals developing your skills.
Lean Transformations Group
David has been a performance improvement consultant and leadership coach since 2000. Prior to that, he worked for Toyota in North America for 14 years, first as an internal change agent and later as a manager of human resource development at the plant and North American levels. He has been on the workshop faculty of the Lean Enterprise Institute for eleven years and has done presentations and workshops to support a number of the LEI affiliates in the Lean Global Network. David has worked with clients in manufacturing, healthcare, finance, and higher education in North America, Europe, Asia, and Australia. His work focuses on supporting clients in process improvement, development of lean management systems and practices, strategic thinking and problem solving, and leadership coaching for managers and executives. David is a partner in the Lean Transformations Group and is based in Lexington, KY, where he works through Verble, Worth & Verble.
To maximize your learning experience we recommend that prior to attending this program you take following workshops or have a good understanding of the concepts presented within them.
- Getting the Right Things Done
- Leading in a Continuous Improvement Culture: Engaging and Coaching Problem Solving Thinkers
- Managing to Learn: The Use of the A3 Management Process
- Problem Solving to Align Purpose, Process and People
- Step 1,Skills to Coach for Development: Recognizing Effective PDCA Problem Solving
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