Day 1, April 28

A day with deep learning in workshops,
designed to be true learning sessions.

Start at 10:00

Please note that the ending times vary.

Choose one of the sessions below.

1a/b/c/d. Choose One of Four Coaching DojosImprove Your Abilities to Coach and to Train Other Coaches

How do you become an outstanding coach yourself–and how do you train others?

The five starter questions of the Coaching Kata offers a good starting point, which many managers have been practising over the last years. Never the less, learning to coach and apply it in different everyday situations is difficult and often slow.

In the Coaching Dojo, you will increase your ability to adapt to different situations by practising to ask deepening questions and go beyond the starter questions of the Coaching Kata.

The key takeaway is to give all you need to establish a Coaching Dojo in your own organisation, where you and your colleagues can practise regularly in a safe environment.

At Katacon Europe, you have the unique possibility to choose one of four dojos. Here is how it will work.

  • All participants in the four coaching dojos start together. Tilo Schwarz, the creator of the Kata Coaching Dojo, introduces the Coaching Dojo.
  • Next, you go to the dojo that suits your needs and environment (see below). You will get to try another dojo as well.
  • We wrap up the day together with examples from organisations that frequently use and develop dojos in their own workplaces.

Tilo Schwarz
Read more about Tilo Schwarz, creator of the Coaching Dojo

1A. Kata Coaching Dojo

Tilo Schwarz, Lernzone, and Tracy Defoe, TLFI The Learning Factor

1B. A3 Problem-Solving Coaching Dojo

Pia Anhede and Joakim Hillberg from Revere

1C. Agile Coaching Dojo

Joakim Karlsson and Amanda Colliander from Jeppesen / Boeing

1D. Teacher’s Coaching Dojo

Thorsten Georges, Am Johannisland School

2. Kata in the Classroom 1 & 2 Exercises

Gain a deep understanding of how you can experiment your way forward instead of having to plan your way forward.

The pedagogy of the exercises is so brilliant that that they are being used everywhere from schools to large corporations and in leadership training.

Now, you have the chance to experience and learn to facilitate the classic puzzle exercise (KiC-1) and the catapult (KiC-2). 

The idea: Scientific thinking is a basis for creativity and successfully pursuing seemingly unattainable goals. The Improvement Kata is a four-step scientific striving pattern that is practiced in many business organizations. It makes scientific thinking a teachable skill anyone can learn.

In the Kata in the Classroom-1 exercise, the participants will go through each step of the Improvement Kata pattern: (1) face a challenge, (2) measure where you are, (3) establish a next goal and (4) experiment toward that goal in short rounds.

The Kata in the Classroom-2 exercisec is an additional starter exercise, if the educator wants their students to work with data. The emphasis is placed on practise using run charts to collect, depict, analyse and interpret data as the learner strives for a goal.

Extra: Make sure you don’t leave Katacon Europe 2021 without having KiC-1 in your kit pack. We will give the opportunity for some of the participants to run the puzzle exercise on the second day of the conference.

Key takeaway: The ability to run the KiC exercises in your own organisation.

Mike Rother
Read more about Mike Rother

3. The Evolution of Lean Thinking

Address the new skills gap: Operate in Complexity, Establish Distributed Leadership, Master Teamwork 

Organisations are having difficulty adjusting from their normal modes of operating to become more adaptive and innovative in ambiguous, disruptive, global, and complex environments.

In many instances, organisations fail to meet these challenges due to their inability to:

  • knowing how to function in complex environments
  • establish adequate leadership structures
  • develop and support teamwork and team-structures.

Therefore, at Katacon, you can choose to get the very first training in Europe on The Flow System™, brought to you by Toyota Sensei Nigel Thurlow.

Nigel Thurlow
Read more about Nigel Thurlow

How the Flow System will help get the job done

Why did Lean and Agile become so popular? An essential part of the answer is that, at their core, they form a body of knowledge that has been derived from working examples. The best theories are those that utilise knowledge gained from both research and practice.

The Flow System™ is such a theory. It draws upon empirically derived knowledge and from those who have worked in the field with years of experience.

The why
We have been trained to operate in a world where it made sense to strive for predictability and sustainable competitive advantages. Our thinking and skillsets have emerged from our successes in the old ways of operating organisations.

Now, we find ourselves in environments of high complexity.  The survival and growth of our organisations depend on the quality of interactions and relationships within and outside the total system, not the frameworks and business processes thrown on top of it.

We need to challenge our thinking and develop skillsets that enables us to achieve desired outcomes in this new world.

The what
The Flow System™ is built on a foundation of The Toyota Production System, plus a new triple helix structure known as the DNA of Organizations™. They combine into a holistic approach to delivering Customer 1st Value.

The Triple Helix of Flow™ relates to the interconnected nature of the three helixes:

  • Complexity thinking
    Operating in complex environments is an exploratory process where the whole is not understood completely. Complexity thinking, in part, aids in being able to focus on what cannot be explained as opposed to focusing on what can be explained.

    Due to the ambiguity, uncertainty, and unknowns that are present, the Triple Helix of Flow identifies specific methods, techniques, and tools to help navigate these waters. It is the understanding of the variety in one’s environment that is essential to complexity thinking. Once the variety in one’s climate has been understood, complexity thinking can be applied.
  • Distributed leadership
    The helix of distributed leadership provides a process that continually revives leaders throughout an organisation, allowing the collective leadership to be capable of making bold and disruptive moves across an industry.

    Learn why Psychological Safety is the key element of leadership and how to achieve it. Get an introduction to Complex Facilitation Techniques to use as a coach in business. Get a basic understaind of new leadership models and how to teach, design, and apply them.
  • Team science
    Team science recognises that teams are dynamic, cross-disciplinary, multidimensional, and complex adaptive systems. The helix of team science utilises the team sciences to maximise the benefits of using team-based structures to address complex and disruptive environments.

The triple helix in The Flow System™ identifies the interactions between and among agents (e.g., people, machines, events) that emerge into new patterns, networks, and knowledge to advance an organisation’s ability to be more innovative, adaptive, and agile when operating in complex environments.

The how
The Flow System™ is not a prescriptive model or framework. However, internalising the Triple Helix of Flow™ will require a level of organisational transformation to take place.

A change is necessary to assure that each of the three helixes is indeed truly interconnected, synchronised, and embedded in an organisation’s structure, allowing for seamless movement from ideation to value delivery to the customer.

The essential realisation in The Flow System™ is that the three helixes must be interconnected into one holistic unit at every level of an organisation before reaching a state of flow. How one gets to this state of flow, however, will be different for each organisation.

The results
The Flow System™ provides an understanding of different methods, patterns, practices, and techniques that enable organisations to achieve their desired outcomes.

It is not the aim of The Flow System™ to utilise, practise, and master every method, technique, and tool listed. What is critical, however, is that your organisation finds the best methods, techniques, and tools from each of the three helixes to allow you to achieve the desired goals. Implementing new practices through the interconnection of the three helixes into one cohesive system creates the condition for uninterrupted flow.

Again, The Flow System™ is not a framework, and it’s certainly not a one-size-fits-all solution. What is presented is a system of understanding, a system of learning. A groundbreaking approach to reducing costs and increasing business growth through delivering Customer 1st Value. more

4. How to Coach if You do not yet have a Target Condition?

Emiel van Est

A target is not a Target Condition. The difference is not obvious and I struggled for years to explain the difference. Over time a way of working emerged that takes you on a journey from developing your first Target Condition towards a simple way for Strategy Deployment. No X-matrix needed!

Let me take you on this journey and you will learn:

  • The Kata in the Classroom (KiC-1) exercise.
  • An addition to the KiC-1 exercise that explains and demonstrates, with the use of the puzzle, the difference between a target and a target condition.
  • Kata storyboards with a twist.
  • Different people tell different stories in different ways. Capture these stories, start a meaningful conversation AND have a low resistance introduction to Toyota Kata.
  • Ask meaningful questions with the aid of a kata storyboard.
  • Coach while building a kata storyboard.
  • Experiment while building a kata storyboard.
  • Use Kata storyboards to create a Chain of Stories to facilitate strategy deployment. Way simpler than the X matrix!
  • My take on the questions you have for me.

I want to make it really practical and meaningful for you, so bring your own improvement stories to practice with!

Read more about Emiel van Est

5. Creating a Kata Culture

Ingeborg ten Berge, ING Bank

David Bogaerts, ING Bank

For several years now we are on a journey towards a learning organisation. This journey is heavily founded on agile principles and scientific thinking.  Toyota Kata has an important place in our organisational unit of around 600 software engineers and we definitely consider it as ‘here to stay’.

Initially we started Kata ‘by the book’ because we really wanted to understand the underlying principles, practices and challenges. However, after this initial stage, we learned that we need to continuously evolve to make sure we create a Kata Culture that can stick in our organisation; an organisation which can be described as much more organic, less hierarchical, and quite some staff turnover (compared to other industries). All this makes a strong Kata Culture important however, it also creates all kind of challenges to build and maintain it.

In this workshop we will use our story from start till now as a canvas on which we can have a discussion and share learnings together on how to create a true Kata Culture.

6. Level up Agile with Kata

Jesper Boeg

More details coming soon

Networking dinner

Included for all participants