Joel Tosi and Dion Stewart discuss immersive learning experiences in Dojos, covering structures, coaching dynamics, and challenges like anti-patterns. They highlight the potential of Dojos for building capability and driving organizational change.
Dojos are immersive learning experiences where teams practice new ways of working with skilled coaches for continuous improvement.
Getting stakeholder support and avoiding anti-patterns are crucial for the success of Dojos.
Deep dives
Key Elements of Dojos
Dojos are immersive six-week learning experiences where teams practice new ways of working with skilled coaches. The structure involves repetitive practice, shared ideas in a dedicated space, and a focus on practical application rather than just theory. Teams work together with coaches on their own projects, allowing for continuous learning and improvement.
Challenges and Anti-Patterns
Challenges include getting stakeholder support to remove organizational barriers for the Dojo's success. Anti-patterns to avoid involve treating the Dojo as a boot camp or disregarding stakeholder commitment. Ensuring teams fully commit to the Dojo's time frame and focus on learning over immediate delivery are critical for achieving long-lasting capability improvements.
Organizational Impact and Future Directions
The Dojo aims for organizational capability improvements that lead to better products, quality, and market fit. Coaches emphasize making changes that stick beyond the Dojo experience. As the concept evolves, the focus remains on experiential learning, fostering community collaboration, and exploring ways to demonstrate and enhance the Dojo's value.
Implementation and Continuous Improvement
Starting a Dojo involves defining what the organization wants to improve, selecting relevant techniques, and guiding teams through an immersive learning experience. Engaging with the Dojo Consortium Working Group, seeking remote work solutions like mobbing, and ongoing experimentation contribute to successful Dojo implementation and continuous learning and improvement.
Join Murray Robinson and Shane Gibson as they chat with Joel Tosi and Dion Stewart about Dojo's.
Dojo's are a six week immersive learning experience where teams learn and practice new ways of working on real work with skilled coaches. We discuss the structure and implementation of Dojos, chartering, coaching dynamics, and frequent feedback loops. We emphasize the challenges and anti-patterns that can emerge, such as treating Dojos as bootcamps or lacking stakeholder support. Finally, Joel and Dion offer insights into the future of Dojos and their potential for building capability and driving organization change.
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