The document discusses scientific thinking for product teams. It explains that delivering, innovating, improving or transforming are inseparable and require scientific thinking. Scientific thinking means making predictions, testing them against reality, and adjusting based on learnings. The Toyota Kata method is introduced as a way to adopt scientific thinking through its Improvement Kata and Coaching Kata frameworks. The Improvement Kata involves establishing a direction/challenge, understanding the current condition, setting a measurable next target condition, and experimenting towards that target condition in incremental steps. The Coaching Kata involves daily coaching cycles where managers ask questions to guide learners. Practicing these katas frequently can help teams acquire new skills over time.

1. Scientific Thinking for Product
Teams
Meetup on April 14, 2021
Kataschoolmidwest.org
Facilitator: Sameh Zeid (sameh.zeid@gmail.com)
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2. 1. Scientific Thinking
This section is based on Mike Rother’s research
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3. Delivering, innovating, improving or transforming are
all inseparable
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4. Knowledge
Threshold
Delivering, innovating, improving or transforming
are all inseparable
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5. How our brains behave? System-1
Knowledge
Threshold
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6. What Scientific Thinking means?
• Knowing that ideas need to be
tested.
• Learning to compare what we
think will happen with what
actually happens, then adjust
based on what we discover from
the difference.
We make a prediction, reality happens,
if there’s a difference we learn from it
What we learn in one step may influence
what we do in the next step.
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7. Experiment (test)
against the obstacles
Current
Condition
Target
Condition
Direction/
Challenge
1
2
3
4
Toyota Kata is a way to adopt Scientific
Thinking
The four-step
“Improvement Kata”
model
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8. MANAGER
LEARNER
The LEARNER
is here
Coach
(Manager)
The Coach (Manager) is
dependent on the Learners,
who are close to the action.
The only thing the Manager
can do is set Challenges and
give procedural guidance.
Manager (Coach) empowers learner to decide the next step
experiment – Coaching Kata
Traditional Management 21st Century Management
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9. Coaching Kata
Hold daily Coaching Cycles
with the learner guided by
inquiry
Improvement Kata
Four steps Improvement Kata
on how to progress through the
work.
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10. 10
JUST EXPLAINING A
Framework
WILL NOT GENERATE NEW
WAYS OF THINKING &
ACTING
COACHING
FREQUEN
T
PRACTICE
MASTERY
STARTER
KATA
Corrective
feedback
To ensure the
Learner practices
the right patterns
Interest, motivation,
enthusiasm (growing
self efficacy)
"I'm getting better at this"
Structured
routines
for teams
To practice
fundamentals
A little every
day
-- What Does Work --
INGREDIENTS FOR
ACQUIRING NEW SKILLS
Mike Rother
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11. 2. Scientific Thinking for Teams
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12. 1. The Direction is a business-oriented objective with timeframe of about 12 months. It is established
by higher management, and we usually cannot change.
2. Generally, the Direction can seem impossible, because right now we do not know how to achieve it.
3. Senior Leaders set the Direction at level higher than the team, then they explain it to product
teams.
4. Typically, the Direction is broken down into smaller Directions as we move down the organization.
5. We align our work with the Direction.
1. Understand the Direction/Challenge
Experiment (test)
against the obstacles
Current
Condition
Target
Condition
Direction/
Challenge
1
2
3
4
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13. Identify and standardizing various Types-of-Work with data on existing performance metrics.
Example
2. Grasp the Current Condition
ToW: Order Processing Enhancements
Customer : Car Dealer
Activities
1. Requirement Analysis
2. Create Prototype
3. Approve Prototype
4. Create Tech Specs
5. Develop Code
6. Testing
7. Defect root cause analysis & Changes
Teams we depend on: Vendor, Legacy, Infra-structure
Experiment (test)
against the obstacles
Current
Condition
Target
Condition
Direction/
Challenge
1
2
3
4
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14. 1. Based on their studying the Current Condition, we empower teams to establish a descriptive and
measurable Next Target Condition in their way to the Direction.
2. Teams don’t know exactly how to get to the Next Target Condition, it may be difficult, but it doesn’t
feel impossible.
3. Target Condition has much shorter timeframe than the Direction.
4. It has achieve-by-date (about four weeks), a process metric, and a target metric.
5. Achieving the Target Condition represents a measurable progress towards the Direction.
3. Establish the Next Target Condition
Experiment (test)
against the obstacles
Current
Condition
Target
Condition
Direction/
Challenge
1
2
3
4
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15. 1. Teams plan and do steps one at a time to advance
towards Next Target Condition.
2. Teams document the results from each step, then
reflect to determine the next step.
3. Teams maintain a visible Learning Board that shows
Next Target Condition, Steps, Obstacles and Run
Control.
4. Each Step has information on: what will we try? Why
will try it? Expect results? Actual results? and
Learnings?
5. Managers coach their teams daily Scientific Thinking by
asking the coaching questions to the right.
4. Teams Experiment Towards Next Target Condition
Experiment (test)
against the obstacles
Current
Condition
Target
Condition
Direction/
Challenge
1
2
3
4
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16. 3. Sample Team Learning Board
Please click the link below
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17. 4. Psychological Safety
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18. How might Toyota Kata help leaders build
Psychological Safety in their teams?
• Challenge/Direction
• Current Condition
• Target Condition
• Experimentation Log
• Obstacles List
• Knowledge Threshold
• Uncertainty Zone
• Run Chart
• Process Mapping
• Team Learning Board (Story Board)
• Coaching Cycle – Manager as Coach
Toyota
Kata
Elements
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19. The Leader's Tool Kit for Building Psychological Safety
Setting the Stage Inviting Participation Responding Productively
Leadership
Tasks
Frame the Work
 Set expectations about failure,
uncertainty, and
interdependence to clarify the
need for voice.
Emphasize Purpose
 Identify what's at stake, why it
matters, and for whom
Demonstrate Situational
Humility
 Acknowledge gaps
Practice Inquiry
 Ask good questions
 Model intense listening
 Identify what's at stake, why
it matters, and for whom
Express Appreciation
 Listen Acknowledge and
thank
Destigmatize Failure
 Look forward
 Offer help
 Discuss, consider, and
brainstorm next steps
Sanction Clear Violations
Accomplishes Shared expectations and meaning Confidence that voice is
welcome
Orientation toward
continuous learning
“The Fearless Organization”, Amy Edmondson, chapter 7
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