Podcasts about shu ha ri

Apply for the Nov 2025 Japan Leadership Experience - early registration rate now through May 31st! https://kbjanderson.com/japantrip/ How much of the Toyota Way is dependent on Japanese culture?And how much of it all comes down to… being human?There are questions I've explored with 130+ global leaders who've joined my Japan Leadership Experience programs. To help you answer this question, I've invited Tim Wolput – Japanologist and Toyota Way Management expert, to Chain of Learning.Together, we take a deep (and fun!) dive into the differences between classical Japanese and Western management and explore the cultural and historical roots of real lean leadership.In this episode, we travel through Japanese history—from Confucius' teachings to samurai and rice farming traditions, and Deming's influence on Japanese management. If you've ever wanted a masterclass on Japanese management and Toyota Way principles—and how you can apply these lessons to create a culture of excellence—these two episodes are a must-listen.YOU'LL LEARN:Misconceptions about the Toyota Way management practices and applying the principles across culturesDeming's influence on Japan and the development of the Toyota Production System and Toyota WayThe way of the samurai: Focus on the process, not just the outcomeShu-ha-ri: The process towards mastery and turning knowledge into wisdom by learning through doing The power of leading through influence and “doing the right thing”: true leadership inspires growth, not just resultsSubscribe so you don't miss Part 2, where we continue along this path of learning to explore the nuances of Japanese concepts like kata and obeya and their relationship to lean management practices today.ABOUT MY GUEST:Tim Wolput is a Japanologist and Toyota Way Management expert passionate about helping people transform themselves, their organizations, and the world for the better. Since 2023 Tim has been my in-country partner for my immersive Japan Leadership Experiences. Originally from Belgium, Tim has lived in Japan since 1999 where he attended Tokyo University Graduate School and studied traditional Japanese mathematics. Tim is a certified Toyota Way Management System instructor and consultant to global organizations on Lean, Agile, and Toyota Production System (TPS).IMPORTANT LINKS:Full episode show notes: ChainOfLearning.com/42Connect with Tim Wolput: linkedin.com/in/timwolputCheck out my website for resources and working together: KBJAnderson.comFollow me on LinkedIn: linkedin.com/in/kbjanderson Learn about my Japan Leadership Experience program: kbjanderson.com/JapanTrip TIMESTAMPS FOR THIS EPISODE:03:53 Biggest misconceptions about Toyota Way management practices05:10 Katie's perspective Japan versus the west08:46 The meaning of Shu Ha Ri and the traditional way of learning10:23 Deming's influence on Japan and The Toyota Way13:05 Why Japan embraced PDCA15:45 Difference in mindset between Asia and the west17:28 The working culture in Japan and how work together in the community22:17 Power of the supplier relationship23:40 Japanese leadership style29:15 Concept of doing the right thing30:56 How to focus on processes as the way to get results34:13 Powerful words of wisdom about the way of the samurai Apply for the Nov 2025 Japan Leadership Experience - early registration rate now through May 31st! https://kbjanderson.com/japantrip/ 

During this episode, we'll be discussing the often overlook concept of Shugyo (‘Discipline' / Continuous Training'), as-well-as the 3-phase traditional training framework passed down through many classical Japanese martial traditions: SHU HA RI, and how these two work together to produce Mastery. But what is being mastered – technique, self-protection skills, ourselves… what is being […]

El principio de ShuHaRi es el principio que rige el avance y la formación del karateka en su camino desde la ignorancia a la maestría. En este episodio desglosamos las tres etapas y como hacer la transición de una etapa a la otra. Con la participación de José Navarro. Dirección de Jorge F. Garibaldi.

EP130 — DevOps en tiempos modernos, con Caio MedeirosUna interesante tertulia sobre DevOps, es decir, sobre Lean, es decir, sobre Agile :-D, junto con Caio Medeiros, un apasionado de DevOps, y con hormigas inquietas…¿Qué te puedes llevar de este episodio?: en una amena charla revisamos la definición de DevOps, y su relación con Lean, Agile y otros conceptos; la historia de DevOps, el concepto de Shu-Ha-Ri en DevOps. Los desafíos principales de DevOps en medianas y grandes empresas, y su relación con Team Topologies. ¿Es conveniente crear “equipos DevOps”? ¿Que implica la Cultura DevOps? ¿Cuales son los principales Antipatrones DevOps? ¿Qué es un “Humano DevOps”?. ¿Qué es eso de “¿Tú Construyes, Tú Ejecutas?”.Participan en este episodio las hormigas: Arturo Robles Maloof y Rodrigo Burgos Noceti.Evento — “Ágiles Chile 2024”:Además les recordamos que la Comunidad “Agiles Chile” está organizando el evento presencial del mismo nombre, a ser desarrollado los días 28, 29 y 30 de octubre de 2024 “Ágiles Chile 2024”, es un evento comunitario que forma parte de un circuito de encuentros anuales que se realizan en diferentes países de Latinoamérica.Organizado por profesionales voluntarios con amplia experiencia y participación en la Comunidad Latinoamericana de Agilidad, “Ágiles Chile 2024” es una oportunidad única para todos aquellos interesados en la agilidad, la transformación organizacional, la tecnología, el desarrollo de productos y la innovación.Consigue tu ticket en agileschile.cl.Si deseas conocer más sobre este episodio y todos los demás, visita el sitio: HormigasAgilistas.CL o en https://medium.com/hormigas-agilistas/¡Gracias por ser parte del Universo de Hormigas Agilistas!IMPORTANTE: Siempre es bueno recordar que en Hormigas Agilistas Podcasts no somos buscadores de la verdad, el objetivo acá no es indicar los que se debe hacer; más bien, abrimos el micrófono para que las personas puedan contar sus experiencias, sus ‘heridas de guerra', y así los oyentes puedan tomar lo que más le haga sentido en sus organizaciones y avanzar en la mejora continua.#HormigasAgilistas #QueVivaLaAgilidad #Agile #Podcast #DevOps #TeamTopologies #TTOP #CargaCognitiva #IDP

Free giveaway https://www.paulieskaja.com/opt-in  Welcome to another empowering episode of "Live Into Your Best Life" with your host, Paulie Skaja. Today, Paulie delves into the transformative concept of Shu Ha Ri, originally from martial arts but extending its wisdom to all aspects of life. Shu Ha Ri unfolds in three stages: Shu, Ha, and Ri. Beginning with Shu, Paulie explains the importance of mastering foundational rules and processes. Drawing parallels to "Karate Kid," she illustrates how disciplined adherence to basics—like waxing cars and painting fences—lays the groundwork for future mastery. Moving to Ha, Paulie emphasizes the evolution beyond rules. Once familiar with the principles, individuals gain the flexibility to adapt and innovate. Using the analogy of learning to drive, she illustrates how initial caution transforms into confident, unconscious competence over time. Ri signifies mastery, where individuals transcend rules to create new methods and approaches. Paulie shares her journey of integrating diverse influences into personalized strategies, applicable across personal growth, professional development, and leadership. Throughout the episode, Paulie champions authenticity. She challenges the idea of compartmentalizing roles, urging listeners to embody their true selves consistently. By eliminating distractions and focusing on meaningful actions aligned with core values, individuals can accelerate progress towards their aspirations. Reflecting on her podcast journey, Paulie celebrates the power of consistency. Each episode exemplifies incremental progress through the principles of Shu Ha Ri—steadily refining her message to impact lives, regardless of audience size. In conclusion, Paulie invites listeners to adopt Shu Ha Ri as a guiding philosophy. Whether pursuing personal goals, navigating professional challenges, or exploring spiritual growth, embracing Shu, Ha, and Ri fosters continuous improvement and empowers individuals to live authentically and confidently in every sphere. Join Paulie Skaja on this enlightening journey towards your best life. Subscribe to "Live Into Your Best Life" for weekly insights and actionable steps to propel your personal evolution. Together, let's embrace Shu Ha Ri and thrive! Until next time, stay well and continue evolving with Paulie Skaja.  

In this episode I talk about the importance of improvising. We discuss the ancient Japanese concept of Shu-Ha-Ri. Basically learn the basic form - Break that form and Transcend the form. After you're done listening to today's episode, go to peacewalker.org and get my Street Smart Self Defense Guidebook. It's a simple 6 step framework to protecting yourself and your family. Learn how to better protect yourself in just minutes. Sound too good to be true?! See for yourself at PeaceWalker.org

SummaryIn this second part of the conversation, Jim and Sander discuss their holiday plans and reflect on the highlights of the podcast in 2023. They also share their dream guests for future episodes and discuss the importance of understanding root causes in problem-solving. They explore how Scrum Masters can help teams become more effective and the need to build environments for product success. They also discuss the challenges of avoiding reactive approaches and the importance of continuous improvement. Finally, they discuss the importance of recognizing blind spots and areas for improvement. In this conversation, Jim and Sander discuss various topics related to their professional lives and personal preferences. They explore the balance between quality and satisfaction, the importance of professional emotional regulation, and the need to bury unwanted concepts. They also touch on the issue of hate and ad hominem attacks on social media and the value of constructive feedback. The conversation concludes with a discussion about the misuse of the Shu-Ha-Ri model and the joy of holiday food traditions.TakeawaysReflecting on the highlights of the past year can provide valuable insights and learning opportunities.Understanding root causes is important for effective problem-solving and preventing recurring issues.Scrum Masters can have a wider impact by building their skills and focusing on continuous improvement.Creating environments for product success is crucial for long-term value creation.Avoiding reactive approaches and focusing on proactive measures can lead to better outcomes.Recognizing blind spots and areas for improvement is essential for personal and professional growth. Balancing quality and satisfaction is important in professional work.Professional emotional regulation is crucial for maintaining composure and being a calming influence.It's okay to have strengths and weaknesses, and not everyone has to be good at everything.Unwanted concepts and practices should be buried to make room for more effective approaches.Hate and ad hominem attacks on social media should be replaced with constructive feedback.Being candid is important, but it's essential to avoid being an asshole.Teaching should be focused on practical application rather than just theoretical knowledge.Being a little like Mr. Miyagi and withholding certain information can be beneficial in facilitating learning.Helping others should not be driven by selfish motives.Identifying as a teacher or educator depends on the specific context and knowledge.Food and holiday traditions bring joy and create memorable experiences.Don't forget to check out our sponsor: https://scrummatch.com/en

SummaryIn this conversation, Jim and Sander discuss their holiday plans and reflect on the highlights of the podcast in 2023. They also share their dream guests for future episodes and discuss the importance of understanding root causes in problem-solving. They explore how Scrum Masters can help teams become more effective and the need to build environments for product success. They also discuss the challenges of avoiding reactive approaches and the importance of continuous improvement. Finally, they discuss the importance of recognizing blind spots and areas for improvement. In this conversation, Jim and Sander discuss various topics related to their professional lives and personal preferences. They explore the balance between quality and satisfaction, the importance of professional emotional regulation, and the need to bury unwanted concepts. They also touch on the issue of hate and ad hominem attacks on social media and the value of constructive feedback. The conversation concludes with a discussion about the misuse of the Shu-Ha-Ri model and the joy of holiday food traditions.TakeawaysReflecting on the highlights of the past year can provide valuable insights and learning opportunities.Understanding root causes is important for effective problem-solving and preventing recurring issues.Scrum Masters can have a wider impact by building their skills and focusing on continuous improvement.Creating environments for product success is crucial for long-term value creation.Avoiding reactive approaches and focusing on proactive measures can lead to better outcomes.Recognizing blind spots and areas for improvement is essential for personal and professional growth. Balancing quality and satisfaction is important in professional work.Professional emotional regulation is crucial for maintaining composure and being a calming influence.It's okay to have strengths and weaknesses, and not everyone has to be good at everything.Unwanted concepts and practices should be buried to make room for more effective approaches.Hate and ad hominem attacks on social media should be replaced with constructive feedback.Being candid is important, but it's essential to avoid being an asshole.Teaching should be focused on practical application rather than just theoretical knowledge.Being a little like Mr. Miyagi and withholding certain information can be beneficial in facilitating learning.Helping others should not be driven by selfish motives.Identifying as a teacher or educator depends on the specific context and knowledge.Food and holiday traditions bring joy and create memorable experiences.

Le Shu-Ha-Ri est un concept japonais issu des arts martiaux, au sujet des grandes étapes d'apprentissage. Il y a 3 étapes, et on peut tout à fait les appliquer au chemin d'apprentissage d'un investisseur immobilier. Trop d'investisseurs sautent la première étape, en voulant directement passer à la seconde, ce qui est une grave erreur. Je vous explique tout, dans cet épisode ! Bonne écoute, Dorine Dans cet épisode, je fais référence à l'épisode du podcast "J'Peux Pas J'ai Business", de Aline Bartoli. [BDF #78] Le concept du Shu-Ha-Ri en business

[Quiz] Découvrez quel type d'entrepreneur vous êtes et quelle stratégie adopter, en fonction de votre personnalité

Sabine talks to Michele Cimmino, CEO of Lasting Dynamics which, far from being a generic software firm, epitomises precision and coding to partners' distinct needs in order to ensure an exclusive synergy for mutual growth. Michael discusses visionary leadership at Lasting Dynamics, championing quality and innovation, ensuring a diverse tech mastery, and building a global force in the startup ecosystem. KEY TAKEAWAYSLasting Dynamics was started in 2013 to provide the IT market with quality. Large enterprises usually target a span of 12 months to deliver an MVP (minimum viable product), by the time an MVP is delivered to market in 12 months it's already too late. When you have engineers who truly understand cybersecurity then it's easier to be compliant with policies. When you build something from the ground up, or start integrating the pieces into a digital product, with a forward-looking mindset you will not waste months in additional testing. This is an engineering mindset called “bottom-up”. BEST MOMENTS‘Quality assurance is also about analysing the requirements, it's not only about executing some tests, it's about understanding what will be needed and how this can be provided.'‘The most important part of the game is to be transparent and loyal to your partner or customer. That always pays back.'‘I like the idea that the most important goal and value for everyone on a project should be the final result of the product and everyone should sacrifice a bit of personal interest towards that goal.' ABOUT THE GUESTIn the dynamic world of software engineering, few names resonate as powerfully as Michele Cimmino. As a master of full stack web and mobile development, Michele's leadership at Lasting Dynamics has carved a niche in the tech spaces of Spain, Italy, and Norway. Dive deeper at Lasting Dynamics and you'll discover a hub where innovation meets commitment. A champion of quality, Michele's passion drives him and his adept team to consistently re-evaluate and refine their methodologies. They are agile, experimental, and always ahead of the curve, drawing insights from the latest in automation, innovation, and QA processes. His current explorations into Agile, OKRs, SCRUM, TDD, and the principles of Shu Ha Ri demonstrate a ceaseless thirst for knowledge. Lasting Dynamics, Michele's brainchild, isn't just any software company; it's a boutique, meticulously crafting code to fit partners' unique needs. This exclusivity ensures mutual growth, as they partner with only a select few each year. But there's more: The Academy, another feather in Michele's cap, streamlines the onboarding process, a testament to his visionary approach. Moreover, under his guidance, the launch of SaaS platforms like Roundrush for workflow management and VetrinaLive for e-commerce adds to his impressive portfolio. With a tech stack that's as expansive as it is impressive, ranging from Node.js to Python, React to Vue.js, PostgreSQL to AWS integrations, Michele's proficiency is unquestionable. He's been at the helm of AI-driven mobile apps since 2015, dabbled in the realm of blockchain and cryptocurrency from 2017, and from 2019, has steered Lasting Dynamics towards Growth Hacking. ABOUT THE HOSTSabine is a corporate strategist turned entrepreneur. She is the CEO and Managing Partner of Alchemy Crew, a venture lab that accelerates the curation, validation, and commercialization of new tech business models. Sabine is renowned within the insurance sector for building some of the most renowned tech startup accelerators around the world working with over 30 corporate insurers and accelerating over 100 startup ventures. Sabine is the co-editor of the bestseller The INSURTECH Book, a top 50 Women in Tech, a FinTech and InsurTech Influencer, an investor & multi-award winner.  Twitter: SabineVdLLinkedIn: Sabine VanderLindenInstagram: sabinevdLofficialFacebook: SabineVdLOfficialTikTok: sabinevdlofficialEmail: podcast@sabinevdl.comWebsite: www.sabinevdl.comThis show was brought to you by Progressive Media

#27: In this episode, Axel chats with fellow product coaches Martin Christensen and Marcus Castenfors, co-authors of Holistic Product Discovery, a book that provides a structured framework for product discovery. And they caution against relying on a recipe for success – we can't all be Gordon Ramsay, after all.So, imagine you're the Karate Kid, and Mr. Miyagi is teaching you how to paint the fence. You might not understand it at first, but eventually, you'll become a karate master. Or, in this case, a product management master. Just don't wax on, wax off too hard.Where to find Marcus LinkedIn: https://www.linkedin.com/in/mcastenfors/Website: https://www.holisticproductdiscovery.com/Where to find Martin LinkedIn: https://www.linkedin.com/in/martinuxchristensen/Website: https://www.holisticproductdiscovery.com/Where to find AxelLinkedIn: https://www.linkedin.com/in/axelsooriah/About PanashWe provide training and coaching programs to help product professionals unlock their true potential and become high performers.You can learn more about our programs here: https://www.panash.io/Our blog contains articles and free resources on key topics for product managers and leaders.Check it out here: https://collection.panash.io/Referenced in this episode:Shu Ha Ri is a Japanese martial art concept that is used to describe the stages of learning on the path to mastery.Show notes and highlights(02:08) The authors' respective backgrounds(04:36) The reality of the PM craft(06:20) Feedback from readers of Holistic Product Discovery(08:33) Not a perfect recipe(09:00) People love a template(11:45) Shu Ha Ri(13:47) Do you know about this Karate Kid?(18:19) 6 pages of feedback from Marty Cagan(22:09) If you had to take one thing from this book(26:56) Efficiency & effectiveness in the era of profitability(32:39) The value behind discovery(39:38) Martin's & Marcus' treasure chests───For inquiries about sponsoring the podcast, please reach out to podcast@panash.io

Johannes Lindman: Introducing Mob Programming, and how to overcome resistance to new ways of working in Agile teams Read the full Show Notes and search through the world's largest audio library on Scrum directly on the Scrum Master Toolbox Podcast website: http://bit.ly/SMTP_ShowNotes.   In this episode, Johannes talks about how he introduced mob programming to his teams as a new way of working and sharing competencies. One of the teams team tried it for a few minutes and gave up. Surprisingly, another team started at 9am and continued throughout the day, and eventually noted it was too draining. Johannes suggests limiting the time for mob programming and being adaptable in trying different tools. He also warns against falling in love with one tool and introduces the concepts of Shu-Ha-Ri and NoEstimates. Johannes emphasizes the importance of measuring progress and visualizing metrics to ensure that teams are driving towards their goals. Ultimately, Johannes achieved his goals with this new way of working, even with some resistant individuals who initially said "no" to the idea.   [IMAGE HERE] As Scrum Master we work with change continuously! Do you have your own change framework that provides the guidance, and queues you need when working with change? The Lean Change Management framework is a fully defined, lean-startup inspired change framework that can be used as the backbone of any change process! You can buy Lean Change Management the book at Amazon. Also available in French, Spanish, German and Portuguese. About Johannes Lindman Despite many years of experience Johannes still learns new things every day in order to stay relevant. This aligns with his curiosity on life and people.  You can link with Johannes Lindman on LinkedIn

A Quick Info Session to Brighten Your Day For 2/10/23

The Japanese idea of Shu-Ha-Ri is a combination of three characters – 守破離.  Shu is to protect the traditional techniques, the basics, the fundamentals.  Ha is to detach and break away from the tradition, to innovate and depart from our attachments to what we are doing.  Ri is to transcend to a level where there is no self-consciousness of what we are doing, we make it our own, because we have absorbed it all and it is now part of us.  This transition matches what we go through as leaders.  When we start we are unsure of exactly what we are supposed to be doing but over time we mature as leaders and can raise our effectiveness t greater heights.  Well that applies if we have been properly trained on the way up, which probably makes it difficult for most Japanese leaders to make the cut.  On the Job Training (OJT) is great if your mentor leader provides an excellent role model on which to base your own leadership style.  This is very much a long shot at best in Japan.  Getting proper training however is a much better proposition to create the base for Shu-Ha-Ri progression. Leadership at the practical level rotates around some core skills, such as communication, coaching, personal time management and dealing with different types of people.  Usually we enter leadership through the path of personal capability and results achievement.  Senior leaders are never going to promote a dud or average performer into a leadership role, unless they are totally desperate for a warm body to fulfill a temporary role. Having abilities in a functional role is not much help though when it comes to leading others who may be totally wired differently and variously motivated to do the work.  If we get a base of leadership training we can work on the proper skills to be an effective leader. Knowing what to do and how to do it is a big advance on trying to work it out yourself.  If we understand the principles of communication, we can practice and hone those skills until we become excellent in mustering our powers of persuasion.  This opens up new vistas for achieving results, because now we are getting more and more of the team onboard and they are pulling together with improved teamwork and heading in the same direction. Coaching is a similar area of strong need and one of the most challenging tasks of the leader.  Trying to work out how to be an effective coach by yourself is asking for trouble and will waste massive amounts of energy and time yielding very minimal return.  Once we know what to do we can start turning our work environment into a massive laboratory to see what happens when we take certain actions. Naturally if you are a shambles because you are not well organised, you won't have enough time for communication and coaching with the team members.  As we get more practice, we naturally get better and this is where the Ha segment of the journey allows us to try new things and to expand the scope of our perspective on what is possible. We can get into greater and greater depths of personalisation with our communication and coaching.  We can better tailor what we are doing to the needs of the team members, treating them as individuals and being able to respond accordingly.  Our innovation ability also increases as we have a stronger base to work off.  We start to see patterns, whereas before we just saw a confusing mess of variables, which we couldn't get into any legitimate order.  As we improve our people can feel more trust and closer to us.  Coaching in particular requires an enormous amount of trust to be effective.  Maybe at the start of the boss-subordinate relationship the team members are not that keen to open the kimono to a boss, who they are not sure of. That consolidated pattern recognition combined with practical leadership training provides the right toolbox for us to be effective in a leadership role.  At the Ri stage we start to create our own unique leadership style, which is the product of many additions and deletions over time.  We also begin to create a portable system which can be applied in any work environment, with any crew.  We are no longer having to think what we should be doing in certain circumstances, because we now know what will be the best course of action or maybe we decide we should be taking no action whatsoever.  This ability to find a system which we can apply universally is a big advantage, because it means we can be given more and more complex assignments and we will be successful. Problems for our people come up and after a while, we realise it tends to be same types of problems.  We also find that problem people keep popping up, who all look basically the same.  The solutions needed are now second nature to us and so we can get straight into action without suffering any self-doubt.  We don't have to expend a lot of nervous energy on the process.  We are that swan gliding across the lake surface now. Shu-Ha-Ri is a good concept for us to realise where we are in the process of maturing as a leader and therefore what actions we need to be taking at each stage.

The Japanese idea of Shu-Ha-Ri is a combination of three characters – 守破離.  Shu is to protect the traditional techniques, the basics, the fundamentals.  Ha is to detach and break away from the tradition, to innovate and depart from our attachments to what we are doing.  Ri is to transcend to a level where there is no self-consciousness of what we are doing, we make it our own, because we have absorbed it all and it is now part of us.  We have this same notion in the West, but I don't think we have come up with three words to describe it as the Japanese have done. In sales we can see the process at work.  When we get sales training, there are so many moving parts, so much sophistication and subtlety, it can be a bit overwhelming at first.  We have to make sure we know our USPs, our unique selling propositions to differentiate ourselves from the great unwashed who represent our competitors.  We need to know how to build the trust needed with the buyer.  How do we open the conversation, how to bridge from one conversation to the next?  How do we set the agenda for the meeting?  How do we handle the questioning discovery component, deal with the pushback and ask for the order.  There are a lot of elements in a sales process. Clients are not helpful in this process.  They will try and drag the conversation all over the place, away from our well plotted little sales track.  In the process, at the end of the sale's call, we realise we didn't get certain key information and we have to go back and get it which is both a waste for everyone's time and rather embarrassing.  We also realise that our questions were too perfunctory and too superficial and didn't yield any of the gold we needed to convince this client that urgent action is needed on their part to buy our offering.  In the Shu stage, we have to memorise the steps we need in the sales process and keep moving along the continuum to make sure we get to a deal at the other end.  As we get more sales calls done, our sales talk improves and we also begin to realise we can handle sales talks for a variety of buyers with their different personality styes and their different needs. At a certain point, we are comfortable with the process and we enter the Ha stage where we are looking for improvements and innovations, because the sales world is super competitive.  We may start experimenting with new approaches to clients, to see if we can increase our success ratio or if we can speed up the deal flow process.  We might start adding in techniques we have studied from sales gurus which are for more advanced salespeople.  There are so many variables in the sales process, it means the opportunity for innovation is almost unlimited.  This whole frame only works for those salespeople who are trained. The untrained don't have a solid base off which to work and to elevate through innovation.  They are doing idiosyncratic sales which they have cobbled together through a process of trial and error. Of course we can all do it this way, except that it is very wasteful of good opportunities and it takes a lot longer to become excellent in sales.  Trained salespeople benefit from a broader perspective available to them to start innovating and trialling new approaches off an established base of techniques which already work. In the Ri stage we don't even feel there are stages anymore.  The whole sales process becomes a smooth and seamless flow from one aspect to another, as we move clients along the railway track to an agreement to buy.  When we get pushback such as “your price is too high” we don't even blink.  We are not having any mental conversation with ourselves about how should deal with this objection, because we are already dealing with it, without any conscious thought.  It is as if our sales reflexes just kick in automatically and all the while we are relaxed and confident and these feelings are being flooded to the buyer. When 100 people have told you your price is too high, you are not fazed at all.  When you are trained you have a process for handing these types of objections and you just unleash the system on the buyer and it does all the work.  This doesn't mean we become too relaxed and arrogant about our own skills.  Naturally, every buyer and every situation is different and we need to taper our remarks accordingly. So where would you locate yourself on this Shu-Ha-Ri journey in sales?  One thing we cannot do is let the grass grow under our feet and believe we have plenty of time to move through the these three stages.  Sales is unforgiving and It is in a constant make over.  We need to always be out in front or we will be left behind. Business moves at the pace of sales being made, so the pressure to speed up that process up is immense.    

The Japanese idea of Shu-Ha-Ri is a combination of three characters – 守破離.  I first came across this concept when I was living in Australia and studying karate there. It is a very typical concept in all traditional arts in Japan.  Each character has a separate meaning, so they don't make up a compound word, as is often common with Japanese phrases.  The idea represents a learning journey.  Shu is to protect the traditional techniques, the basics, the fundamentals.  Ha is to detach and break away from the tradition, to innovate and depart from our attachments to what we are doing.  Ri is to transcend to a level where there is no self-consciousness of what we are doing, we make it our own, because we have absorbed it all and it is now part of us. This is very much the journey of the presenter.  I was reminded of this the other day when I was giving a talk to a Tokyo American Club audience. I was the guest speaker and I chose as my topic the Six Impact Points Of Persuasion.  One of those six points was on the use of gestures.  In the Q&A, one of the audience members asked me if I was using gestures during my talk with conscious thought or whether they were just happening naturally.  Actually, I had never thought about that and I realised these were unconscious acts driven by the content of what I was saying and by my delivery skills as a presenter.  I was in a mental state of Ri, in the Shu-Ha-Ri format. For most businesspeople this is a very hard stage to reach.  They often get only a few opportunities a year to speak.  Unfortunately, they usually do no rehearsal and only deliver that talk once in their lives. Also, they get no coaching on how to make their next talk even better.  Even if there are only a few chances to stand up in front of an audience, we can get to work improving trying to move to the next stage.  It may be that stage one – Shu – could occupy us for a number of years, but as we say, the best time to start becoming excellent at presenting was yesterday and the second best time is today. In this first stage of Shu, we need to consciously remind ourselves what we are supposed to be doing.  We need to make sure we get our feet in the right position to make sure our body posture doesn't start excluding audience members, because we are only facing half the hall.  We need to remember to look people in the eye when we speak, as opposed to letting our gaze wander aimlessly like a cloud over the whole audience and find we are paying no attention to anyone.  We need to engage the audience and using direct eye contact is the best way to do that.  We need to manufacture our gestures to match the content of our message and to hold them for no longer than 15 seconds so that the power doesn't disappear from the gesture.  We have to get our face involved rather than letting it become wooded and that is actually a pretty hard habit to break. We have to remind ourselves not to slip into a monotone voice when presenting and make sure we have vocal variety and that we are not getting too fast. As we get more chances to speak, we keep concentrating on these points, so that we make sure we are covering all the bases. At a certain point we start to internalise what we should be doing and have to expend less energy to keep checking what we are doing.  We are getting into the Ha stage.  We start to think of new things we could be doing.  Perhaps we will move around the stage a bit and try and get closer to the audience. If it is a big stage, we want to move to the left and right extremes and try and connect with the members of our audience there.  We are no longer worried about out foot position, because we are capable of re-setting our body so that we never eliminate half the audience from our gaze by looking off to only one direction.  We become more comfortable with our gestures and they are not needing to be forced anymore and are occurring naturally.  In fact, we might be getting more flamboyant and larger with our gestures to reap a bigger impact on the audience.  We are getting better at being more focused on the audience, than on what we are doing. In the final stage of Ri, we are not even conscious of all of these little building bricks we need to make the presentation a success.  We are not even conscious of ourselves because we are now totally focused on the reaction of the audience and reading their thoughts about what we are saying, to see where we need to make some adjustments.  We are now focused on what they like and what interests them.  We start to get into a close embrace with our audience as we move them around, dancing to our tune.  We are in sync with them and they with us, as we become one unit. Next time you present, make a mental note about which stage you feel you are in.  Start thinking about what you need to be doing to move along the journey to the next stage.  When you break the process up, like this, it provides good insight into our progress and helps us to move forward.

Craig is joined by Miles Kessler, talking about Shu Ha Ri and much more.  Check out Miles on Instagram @mileskessler and his website The Integral Dojo (www.theintegraldojo.com)In the episode, Miles mentions his free Shu Ha Ri reference guide which you can download here: https://store.theintegraldojo.com/shu-ha-ri-free-reference-guide(and don't forget to follow @budoetc, too and sign up to our list at www.budoetc.com)!Follow us at @budoetc on Instagram and don't forget to sign up to our list at www.budoetc.com for the earliest updates and news!

Sebastian Ziegler ist agile Coach bei der SAP Deutschland und als RTE bei CatenaX unterwegs. Im Podcast besprechen wir, warum man in SAP Projekten agil vorgehen sollte und welche die Voraussetzungen dafür sind. Er berichtet von agilen Frameworks wie SCRUM, SAFe, SAP Activate, verschiedenen Prinzipien wie inspect and adapt, SHU HA RI oder Design to Budget, wie auch ganz konkret von verschiedenen Szenarien, in denen unterschiedlich agil vorgegangen wurde. Eine kritische Reflektion und Fails wie „fake agile“, agiler Wasserfall oder falsche Erwartungen kommen ebenso zur Sprache wie Tipps zur Weiterbildung und seinem eigenen Narrativ. Mehr wie immer im EducationNewscast. Links Links zu Scrum & Agile PM: https://www.scrumalliance.org/ https://www.scrum.org https://www.pmi.org/ Medium: https://medium.com/tag/agile https://agilemanifesto.org/ https://www.scaledagileframework.com SAP Activate: https://community.sap.com/topics/activate SCRUM Guides https://scrumguides.org/download.html Greatness by David Marquet https://www.youtube.com/watch?v=OqmdLcyES_Q Trainingsportale: LinkedIn Learning, Pluralsight, Tips für Bücher: Toyota way to continuous improvement, Team topologies, User story mapping, IT-Outsourcing und Digitalisierung, The Five dyscfunctions of a team, Extreme Ownership, Slight Edge, Team of teams, Coaching agile teams, Turn the ship around

A funny thing happened on the way to the essay this week. I was distracted by feedback from a colleague on a workshop Jeremy Willets and I developed and delivered this week. We discuss why the phrase work entry describes how work gets to teams and organizations, and why “work intake” masks problems in the real world.  We also have a visit from Susan Parente and her Not A Scrumdamentalist column. This month Susan answers a listener's question about whether it makes sense for a Scrum Master to also play other roles on a team.    Do you have questions that you would like Susan, Jon, Jeremy, Tony, or myself to answer?  Leave a voice message at 01.440.668.5717 or an email at spamcastinfo@gmail.com. Re-read Saturday News Chapter 4 of Coaching Agile Teams by Lyssa Adkins, discusses the idea that a team, individual, or organization follows a path from a learner to mastery to a teacher using the Shu Ha Ri metaphor. The concept of Shu Ha Ri represents a continuum of learning. In martial arts or any demonstrable activity, practitioners must learn and practice before they can take the next step forward. Carol Dweck, in her book Mindset, postulated that even the most gifted athletes need an open mindset to succeed in the long run. To progress across the continuum of learning everyone needs to put in the work. I suspect that for many, the Shu state is the hardest to accept because we all want to believe we are special and we are all impatient to meet the prize of mastery. Remember to buy a copy of  Coaching Agile Teams by Lyssa Adkins (SPaMCAST Amazon affiliate line https://amzn.to/38G0ZD3) and read along! Previous Installments Week 1: Logistics and Introduction - https://bit.ly/3A1aNTe  Week 2: Will I Be A Good Coach - https://bit.ly/3nzDAHg  Week 3: Expect High Performance - https://bit.ly/3Rl4fFf  Week 4: Master Yourself - https://bit.ly/3zL8t2n  Week 5: Let Your Style Change - https://bit.ly/3Q8zHWa    Next SPaMCAST  The SPaMCAST 716 features our interview with Jeff Perry.  Jeff and I talked about consciously guiding a career in technology. We also wrestled with the difference between a series of jobs and a career. Jeff delivers a ton of hard-won advice.  

In this episode, recorded on the mat, Valadez Sensei answer's a Patron's questions on rank. Please also donate toward our efforts via Patreon. Your assistance is greatly needed and greatly appreciated: www.patreon.com/SenshinCenter Please visit our website for additional information, writings, and videos: www.senshincenter.com Additional Information: - On doing Kihon Waza from a Ri state: https://fb.watch/cBNy04_avT/ - Part II of the Shu-Ha-Ri blog: https://www.senshincenter.com/post/a-more-accurate-understanding-of-shu-ha-ri-part-ii

This convo was sparked due to Juan reading Josh Waitzkin's 'The Art Of Learning'.In Episode #256 of 'Musings' Juan and I discuss: the tai chi championship Josh Waitzkin competed in, examples of how we chose to learn different depending on the context, the difference between acquiring fast knowledge vs mastering a skill, why we can learn more quickly than younger versions of ourselves, the Kyrin approved general learning process and the Japanese martial art method of the stages to mastery.As always, we hope you enjoy. Mere Mortals out!Timeline:(0:00) - The Art Of Learning book(3:51) - Josh Waitzkin & Push Hands(5:12) - On demand knowledge(13:36) - The Art: Botany, swimming & handstands(19:10) - Short term vs mastery(25:41) - Learning now vs 18 years old(32:47) - My learning process(36:50) - Shu-ha-ri(42:24) - Learning how to learn(48:10) - Share the MM goodnessConnect with Mere Mortals:Website: https://www.meremortalspodcast.com/Discord: https://discord.gg/jjfq9eGReUInstagram: https://www.instagram.com/meremortalspodcast/

Bio Ian Spence is the Chief Scientist at Ivar Jacobson International. He spends his time coaching the teams working on some of the world's largest and most technically challenging endeavours - such as the Square Kilometre Array (SKA) project, building the world's largest radio telescope to explore the Universe - and working with industry thought leaders such as Dean Leffingwell, Dr Jeff Sutherland and Dr Ivar Jacobson to improve the art of software development. He led the creation of the OMG's Essence Kernel and many of the most popular Essence Practices. He has many certifications the most prestigious of which is SAFe Fellow.   Social Media/ Website: LinkedIn https://uk.linkedin.com/in/ian-spence-agile1 IJI website: ivarjacobson.com   Resources/ Books Learn more about Essence https://essence.ivarjacobson.com/ Location to get the Essence game cards (and others) – pdf: http://www.ivarjacobson.com/cards To browse the cards electronically https://pex.ivarjacobson.com/sites/default/files/practice/scrum_at_scale_2020_11.html Link for ‘Better Scrum Through Essence' Nov 2021 course: https://www.ivarjacobson.com/training-courses/better-scrum-through-essence-remote-nov-2021/tue-2021-11-23-0900 Book: Training from the Back of the Room by Sharon Bowman https://www.amazon.co.uk/Training-Back-Room-Aside-Learn/dp/0787996629/ Book: Turn the Ship Around! by David Marquet https://www.amazon.co.uk/Turn-Ship-Around-Building-Breaking/dp/0241250943 Video: David Marquet on Leadership in a Submarine https://www.youtube.com/watch?v=HYXH2XUfhfo Article: Google's 10 Traits of the Best Managers https://www.businessinsider.com/google-discovered-traits-of-the-very-best-managers-2019-6?r=US&IR=T#6-have-a-clear-vision-for-the-team-6   Interview Transcript Ula Ojiaku:  My guest today is Ian Spence. He is the Chief Scientist at Ivar Jacobson International and amongst his impressive string of achievements and accomplishments, he is a SAFe Fellow and an SPCT. Ian in this episode talks about Essence in more detail. And before we move on to the conversation, Ian will be running a Better Scrum through Essence course this November, 2021. And for you, our Agile Innovation Leaders podcast listeners, they are offering a 5% discount if you use the code AILP5OFF. Just go to ivarjacobson.com and search for the training. On to my conversation with Ian Thank you so much, Ian, for joining us on the Agile Innovation Leaders podcast.   Ian Spence: Thank you for having me.   Ula Ojiaku: I've been looking forward to having this conversation with you. I've been to a couple of your courses, you know, the Agile Contracting course, as well as the alpha version of the Better Scrum through Essence. And each instance I had lots of aha moments and lots of learnings. But before we get to that, could you tell us a bit about yourself Ian?  Ian Spence: I'm Ian Spence. (I'm an) Agile coach and consultant, I've written some books, I've done various things. I'm a SAFe Fellow. I've worked with quite a few of the main figures. Jeff Sutherland, Dean Leffingwell. And I was with David Anderson, (Kanban man) last week. And of course Ivar. Over the years, I've spent as a coach trying to help people - sharing knowledge and getting good practice into people's hands so that they can master the basics of the agile practices and then use that as a foundation to then innovate and develop, themselves and their workforce. My job is to make others successful. That's what I like to do,     Ula Ojiaku: And how did you get onto this path?    Ian Spence: When I got around to the age of sort of going to university, at one point I was going to be a Civil Engineer, but then I discovered that very few of them actually get to build bridges. So that took the fun out of that. So I thought I'd like to know how to build robots. And this is a long time ago and there was one course on robotics in the UK. But robots are computers and control systems. So I did a degree in Computer Science and Control Systems Engineering thinking this would be computer controlled, but they're actually two discrete subjects in different buildings. I ended up with a degree in Computer Science and Control Engineering and I got a job as a COBOL programmer in Sheffield. My job existed to fund my musical endeavors at that time. And then I got too old for musical endeavors. So I wondered what would happen if I actually paid some attention to my career. And since then I've had some books published, become a conference speaker, worked on some of the largest, most complex projects in the world. I mean the Square Kilometer Array. I like to talk about them because one I'm allowed to. Most of the exciting things I work on - some of them nano medical technology I was involved in. I can't even talk up. I don't understand what it did and I'm not allowed to tell you, but the Square Kilometer Array is the world's biggest science facility ever built. It's a big radio telescope. It's in Wikipedia. They have a lovely public website and I'd been coaching them probably for three years now.   So they're developing the software for that using the Scaled Agile Framework and agile techniques. And that's the kind of software you build super computers for.    Ula Ojiaku: I wouldn't have guessed you had, any musical endeavors. And I'd love to know more about it. If that's something you're comfortable with sharing. Ian Spence: Oh! That's all in the shady past now. The keyboard player in my band has gone on to be quite a successful electronic musician and producer, but it's all very niche market stuff.  So, it was fun for a bit, but that's oh, years ago now.   Ula Ojiaku: So, am I right in the understanding you were part of a band and did it involve, lots of tours and did you release any records?    Ian Spence: If anyone wants to do some archeology on the internet, you may possibly be able to find out the name of the band, but there's no music available. We were okay , we were pretty good, but we didn't have that magic ingredient you need to be successful.  Ula Ojiaku: And what sort of instrument did you play Ian or were you the lead vocalist?   Ian Spence: Oh no. I was the guitarist - that's what I played   Ula Ojiaku: So how did you, arrive at IJI (Ivar Jacobson International) as the Chief Scientist?     Ian Spence: Well, I was a software engineer for many years, and I was one of the first people in the UK to learn Java. I wrote the first commercially available Java course in the UK. I was doing small talk programming. Got a job with a, consultancy, started doing a little bit of consulting and then unfortunately that company – the owner decided to shut it down. So we went and had some interviews and I had job offers to go and be a serious Java programmer, or to join Rational as a consultant.  So I started doing a lot of work or consulting around the Rational Unified Process. Met people like Dean Leffingwell when I was working at, Rational Software. Rational was a good place, but that got purchased by IBM. So, me and some of my colleagues decided this was an opportunity to leave. And then we sort of merged. Ivar was also leaving Rational and setting up a consultancy at the same time.  So we came together then. So I ended up as Chief Scientist at IJI.  Ula Ojiaku:  So let's go on to, Better Scrum with Essence.  Could you tell us about the course and your involvement with the Essence standard?     Ian Spence: So a long, long time ago in a land far, far away, a group of people had started a new company and they had been doing a lot of work with the rational unified process.  Not surprising as Ivar was one of them. And we were looking at how can we, what can we do to make this more agile?   So we started looking at, is there any way we can have the practice be the first class citizen? So if you look at, Practices say like use cases as a practice, Ivar came up with that. It was the foundation for the Objectory process. It was in the Rational Unified Process. It was in lots of other processes.  Most of those have gone, but use cases is still one of the most popular ways for people to capture requirements. I mean, the term use cases actually entered the English language. So practices last a lot longer. Many of the agile practices, people think they're discovering as shiny new things have been around 50 years or more.   What we wanted to do was free the practices. So we did, something we called the essential unified process, which actually was made out of practices. And he thought this is a good idea, how can we make this more popular? So Ivar founded this organization CEMA, other luminaries, Tom Gilb, Hollister Coburn was there.  They had set some introductory meetings. They were quite successful and, donated the underlying language. Right? So maybe more people could do practices. Ivar loves to talk about the method, prisons and method wars, but (Essence is a way to) basically free the practices.  So the owners, the people who come up with a practice don't have to see their work rewritten, rebranded, recast every time someone built a method. So that teams can put together and plug their own way of working. And we've just been working on that ever since, so we've been trying to get a healthy, vibrant practice community.  And one of the biggest things that's happened for Essence in the last few years is Jeff Sutherland's involvement. So scrum is described in the scrum guide as you know, 19 pages or something, maybe a few (pages) less in the last version, very succinct, very accessible, very good. Lots of good scrum training.  And Scrum is in SAFe. Scrum is in LeSS, Scrum is in Scrum at Scale. People use Scrum in software, they use it everywhere. But if you look at the numbers over 50% of the people who say they're doing scrum are failing or doing it badly. So Jeff is very keen to find any way that can help people do better Scrum. Ivar and I went out to Amsterdam, met Jeff introduced him to the idea of Essence and he got the idea very quickly.  He liked the idea. And I worked with him to create the first set of scrum essential cards. And these have been around; they've escaped into the ether. Lots of people have them and use them.    But Jeff really liked the cards. He started using them in his training courses and he found that just as a simple, an active glossary, you can engage with, you can do lots of exercises. He likes to play a game he calls build your own Scrum.  So he gives people the cards, but no context, and they have to assemble Scrum and a lot of the time, somebody on one of Jeff's course that he learned more in the hour, they spent doing that than he had in the last three years doing scrum. The idea is to bring practices to life  and make them more accessible and actionable to people. You know, having things on cards, isn't a new idea. People have done that for years, but there's a language and semantics behind these cards that allow you to compose practices together. You can actually execute the language so you can generate the task.  It's possible to generate the tasks from the Essence definition. If you want it to go down that route, there are checklists to help with quality. There's also the other thing we have, which we call the kernel, which is… ( holding a little card up to the camera). This defines what it entails to do software engineering, not how to do it, just the what, and that defines the methods space for software engineering.  So when you load up practices into the kernel, you can see where you haven't got anything where there's things missing. You can use it to try and get balanced between the seven key aspects identified in the kernel. So, you know, as you're building your solution, are you keeping your stakeholders on board?  Do you know what the requirements are? Have you got a healthy team? So much can be done with it. The Scrum Essentials are literally a hundred percent aligned with the Scrum guide, but they bring it to life. You can interact, you can play games and you can say which bits you like, and you don't like. You can look at the connection.    So a really good aid for teams starting out, or just to refresh the Scrum - revisit what you're doing. A lot of people are using them and coming up with new games and ways to play them.  And the, the goal is there to be a viable set of practices. And then, you can pull them together. You know, a lot of teams mix Scrum and Kanban together. Wouldn't it be great if you could take David Anderson's Kanban practice and Jeff's scum practice and have the pieces there. so you could, you could see how they fit together, where they reflect, you could merge items together.    You know, I don't really care what you call the person who facilitates the agile team. You call it a scrum master. Do you call it a flow master? Do you call it a team coach, an agile coach? I don't care. What's important is that someone is playing that- has those accountabilities. Agile teams really benefit from someone who's looking, being the conscience of the team, helping them to improve.  Recently I ran some workshops at the SKA. Like I say, they're very nice, cause I'm allowed to talk about them. We used Scrum Essentials - one of the scrum practices we've developed with Jeff called the scrum accelerator to help their scrum teams within a safe environment, get better at Scrum.  Right? So you can take things from different places and mix them together and benefit from that knowledge. And that's, that's really what it's all about. It's a kind of Ivar's 'change the world' mission. We don't make a lot of money from the cards - we give them away for free, but hopefully it's helping people get better.  And that the idea of Essence will spread and every team will be able to pick up and play with the right practices and organizations will be able to establish the kind of common operating model they need. So they have a local vocabulary within their organization, but the teams can then pick up whatever practices are going to help them the most. And even organizations, if they want to, they could mandate some practices. Most companies mandate some financial and accounting practices, because if you don't, you might well not be a legal entity and things like that. Safety critical you have standards. So we can do all kinds of great stuff.  Quality checks, checklists, build life cycles. But the idea is to stop having these big descriptions of everything, which will never last because you know, which practices are improving change in new ideas all the time and have something where the way of working for the organization is as agile and as flexible and learning as much as the people in the organization as a whole.  And that's the end game. It fits very well with scrum, because to use a scrum practice, you've got to pick a load of other practices. You don't have to do user stories, you could do use cases or other stuff. And it works really well with Kanban because it's all based on the idea of evolution.  Ula Ojiaku: I'd have to say, having used the scrum cards that you've talked about, they are really very helpful and it does, I can testify in the sessions I've run, you know, with the teams, I support.  It kind of brings things to life and it just helps. They're not wondering, 'oh, what's a daily stand up. Oh, what's a retrospective', because the definition is there you know, it's clear for them to just read and do the exercises. And one of the things I'm also in the process of trying out is designing an exercise for a team that wants to maybe start adopting some scrum practices, but they are Kanban. kind of build your own scrum, you know, pull what practices you want and don't take anything else -  no more, no unnecessary overheads.  I know that you have a (Better Scrum with Essence) course coming up. Do you want to tell us about this and what the, audience might expect to experience on your course?    Ian Spence: Well, as you mentioned, you went on the alpha course.    Ula Ojiaku: I was and I thoroughly enjoyed it     Ian Spence: So it's covers quite a lot, but I did one with Jeff Sutherland on Better Scrum with Essence. You (Ula) are one of the very select few who got to go on the course and the course is, basically it doesn't teach you Scrum and it's not an alternative scrum master course.  It teaches you how to use the scrum practices to play games. It covers sort of learning games, things you could use just to learn about Scrum. It covers, uh, how you can use the kernel to understand where you are. It covers the scrum accelerator and other games you can play to improve Scrum and it does cover some scaling stuff, how you can use some of Jeff's Scrum at Scale ideas, just to assess and play around with things. , you can use Scrum Essentials, you can use this with teams using SAFe -anyone, any scrum team, whether they're doing software can benefit. One of my colleagues is working at the Royal Navy, 30,000 people learning about Scrum  and he's been using the cards an awful lot too. And they're not doing software development. And a lot of it is hands-on because you start playing the games. Actually, the one we're going to deliver in November is going to be a bit longer so it's very much playing games, exploring things in your groups rather than being lectured. And a lot of the games are transferable to any practice, but it's particularly useful, given that we have the access to the Scrum practices that Jeff helped us develop.  So a great course for any coach, any scrum master, or any, we used to call people, call them process freaks. So if you're really interested in the ideas of Essence, this is a great way to, to learn the practicalities and how Essence would help you before you start going into the language and how to write things in Essence, but you know, people can produce their own practices.  There are companies out there who are using these ideas to document their own ways of working.     And it's interesting because the course would have been so much better if we'd been able to be face-to-face we'd have had so much fun playing the game. There would have been things stuck on the walls everywhere.  It would have been great, but it works well online. We use Mural boards and stuff. So when people leave the course, they've got the cards, they've got the templates. You can literally, the next day I've known people go and start using the stuff that they've learned so that that's great, but you can sit down and very simple in an unobtrusive way with a team, find out which bits of scrum they like which bits they don't like, which bits they're doing, which bits they're not doing and get those conversations started.   Um, I did it with a team recently. They didn't have any Sprint goals. And they didn't know anything about product goal, which was introduced in the latest scrum guide. So that uncovered that in a way that was sort of non-judgmental. And then we could talk about, well, you know, how do you think it would be useful?  Well, why don't you try having some things like that? You know? And if, if we say daily, stand up, we hate it. Well, there you go. There's a, there's a, that's straight away. You've got something to think about how to improve and it gets you away from all of the ‘mad, sad, glad' and all of that. And you could be proactive. One of my favorite things is just, uh, in a retro pick a card and say, ‘well, how's this one going?'  So you don't have to look at everything just randomly pick one and have a discussion about it and see if we're doing it well, if we could improve.    If you were a new team, and you're coming together for the first time, Scrum is a great way to start building that team working.  Right. But scrum does not give you all the processes and practices you need, but some of them you'll have in your heads. Some of them, you can pull it and as you go forward, you might move away from Scrum that's fine. But if you start, if you don't do all of the essential things, then you're not doing Scrum - we're doing something else, but that's fine. It's Scrum-like as opposed to Scrum but at least everyone will know you've got this different. We can start to share those values and we can start to have stuff to build, to build out on that. And it's the same with, with other practices.   Essence is quite big in the academic community. There's a whole community of university lecturers, building courses, based on essence to teach software engineering and to be able to teach software engineering in a way that's independent of the practices, some of the management practices.  So they can teach software engineering and they can use scrum as a tool, but they get that nice separation so that people know what's going on.  Ula Ojiaku: There's something you said earlier on about, teams being able to choose their practices and evolve. And you said something that some people might find heretic, which is that, you know, as they evolve they might move away from scrum practices. Could you expand on that?     Ian Spence: Uh, well, there's two sides to this. If you, if you're doing scrum, you should be doing scrum.  Well, there's a lot of people out there blaming scrum and saying it's not working and they're not, they've never done it properly. They've always done some spray, you know… water, scrum, fall, or whatever. so it's nice if we can actually have meaning behind the words we use and the practices.   A lot of the time people say they're doing one thing as an excuse not to do another, right? But software development should be a profession. People should be professional. We should maintain certain standards. And if we say we're doing X, we should be doing X. But a lot of agile coaches are familiar with Shu Ha Ri. . This comes from martial arts and in martial arts Shu - you are studying the standard forms and you're doing them by the letter. And that's how you build your muscle memory. That's how you build your basics. And then when you get to Ri - you start to be able to mix and match the forms and adapt them a bit.  When you get to Ri - you have transcended. If you're starting out as agile, basic forms, you need to learn as a team, Scrum and Kanban. I think every Agile coach should have their Scrum and Kanban experience. They should have the experience of doing it. Right?  And, um, the cards are to help the teams get that, get that muscle memory. And then when you go up the levels, at some point, you might get to the Ri level and transcend that's when you, uh, that's when you can really invent new forms, that's when you can pick up the existing forms and put a twist on them, but it takes many years to get there.    And seriously, I don't believe there are any, any shortcuts. Right. And a lot of people seem to forget how they got where they are. Practices and frameworks are where you start even things like the Scaled Agile Framework. But for me, that's not an end point it's a starting point because if you're Agile, you're inspecting and adapting. So you have to inspect and adapt your way of working, right?   Now, the problem is with anything that's popular, many people have inspected and adapted it and broken it. One of my SAFe training courses, I did, someone came along from this major company and they said, well, the team have told me they're doing SAFe and she listened and she enjoyed the course and she went back and said, ‘you're not doing SAFe but you ought to be doing SAFe. So we're going to get these people to come in and help us.' So I went in to do some coaching. Now, let's say I was told that there were eight agile teams . Now, the person who was like the lead agile person in the technical side of the organization.  ‘What teams have you got?' By the time they've got to team number 15, which is two testers working alone. They, they were so agile. They had self organized themselves out of agility. to get them go back again, they got put back into scrum teams and then we did the PI planning and they went and they actually delivered the MVP that they'd missed a date for three times before.  So it was a very successful adoption.   But what the practices do is they keep you on the straight and narrow. So master the form and then as you go up from Shu to Ha to Ri, you will be able to start adapting and inventing new practices. But you don't get to that state without going through the hard work of learning, the basic forms and the basics.   I have delivered, SAFe training with Dean Leffingwell. And I delivered Scrum at Scale training with Jeff Sutherland. And I've had some very, uh, interesting experiences where people on Scrum at Scale are trying to bash SAFe; they're more similar than they are different.   Your job, as a coach, isn't to rip the foundation out and say to people ‘you're not agile, you're doing SAFe. You're not Agile, you're doing that.'  What your job is, is to say, ‘Ah, you're doing great. What could we do better?' And if we bring some ideas, what are the other frameworks in… Lots of great ideas in SAFe, lots of great ideas in Scrum at Scale, lots of great ideas in LeSS - you're looking to improve.   And, you know, if you are still doing those essential things from that framework from that practice at least you've got the commonality that people need to work as a large organization.   You can start to evolve and play around and then practices can move about . I see all the frameworks as a starting point. SAFe is brilliant for lifting and shifting large numbers of traditional people and making them all agile.    Ula Ojiaku: This brings me to a question really. You mentioned earlier on, , that organizations, potentially can build their own Agile framework from the ground.     Ian Spence: Um, well we have to be careful when we say Agile framework. An agile framework is a pre-constructed set of practices and a reference model to help organizations create their own operating model. So every organization needs, their own operating model and that could include mandating frameworks and practices, but everyone, you know, you get your competitive advantage by having your own way of working. All right. So as organizations evolve from that standard model, that's useful in many contexts and create the one that's working specifically, uh, you know, optimized for ourselves. And reflects our learning and our skills and our recruitment policies and all those things that are part of a healthy organization.    Ula Ojiaku: Thank you for clarifying Ian, however, would I be right in the understanding that what you're saying is for it to work, that has to be a shared language across the board as a fundamental…   Ian Spence: I'm going to do a conference talk in Russia called, um, Agile Horror Stories.  About how things go wrong. And one of the ways things go wrong is people take a challenge and blow it up and they start blaming other parts of the organizational structure. They'd start blaming all kinds of things for their inability to achieve the goals and outcomes that they had, you know. You don't have to change HR to go agile, but if you go agile, you can change HR to benefit things.  So you've got to look across what, you know, what's the scope, what, what's the challenge, what commonality you need. No organization needs to have everything defined in the same way, but there are, if you want to do, you know, effectively portfolio management across the piece, you need some things that roll up and down across the backlogs and stuff like that.  Then if you're going to go and talk to people, you need some consistent positions in the organization. So you know who you should be talking to, right? You shouldn't have to redefine the positions every time you changed the practice right. I did a talk at the SAFe summit a few weeks ago on the idea of the dual operating system.  Now, a lot of agile people  - I've seen a lot of articles - they said, ‘oh, we don't need any dual operating systems.' And what their people are showing is they haven't understood what it is. We want the agile, the value streams, which flow across our organization to work like a dynamic network. Self-organizing, self-determining we want that right now. Every organization, every human social structure will have a hierarchy in it. If you don't have a dual operating system where you separate the functional hierarchy or position in the organization, from the value streams on the network, the value is never going to have that beautiful unimpeded flow.  Ula Ojiaku: Yes Ian Spence: What people are doing is they are not creating a network. They're creating a new hierarchy, right? And again, all these opposition are in pointless fights about stuff right. Now in the latest scrum guide they deliberately said, Scrum Master is not a role. It's a set of accountabilities. Basically, it's a card that someone picks up and goes, oh, I'm going to be the scrum master.  I know people who act as scrum masters, who are, very senior in an organization because they run their leadership team. They run their lean portfolio management group as a Scrum. I worked at the, Gibraltar financial services commission where they did scrum all across. This is the business of regulations. They're not software.   The first scrum team was the leadership team. And they were great. Every day, you'd see the CEO running to the daily stand up. It was brilliant. All right. And they were leading from the front, but you know, the person who was the, Product Owner for that group was the CEO and that's their position and that's their title.  And they took on the accountability of Product Owner for the leadership team. And they had someone who was a senior coach who took on the role of the scrum master for that. But she was mainly coaching all the other people in Scrum. She was a scrum master for that particular group.  So, you know, no, no changes of job titles. No, disenfranchising of people to start with, but yes, as you become more agile, you will improve everything, including the hierarchy. So yes, a lean hierarchy is better, but the big mistake too many people make is they create these sort of agile hierarchies and they do it and they haven't even dislodged the old one.  So now they've got two hierarchies. So it's like, we don't need a dual operating system. We've got four hierarchies already. It's just crazy stuff.      Ula Ojiaku: Some of the pitfalls you've mentioned, most recently being the one about agile hierarchy and multiple hierarchies instead of adopting the concept of dual operating systems in the spirit that it's meant to be, how can leaders in organizations, that have gone through transformations, recognize this sort of pitfalls and avoid them or remedy them if they've already kind of fallen into a rut.  Ian Spence: I mean, the whole leadership question is an interesting one, particularly with some of the political leadership we're seeing in the world today. Um, but the, the idea of the leader that serves , of, uh, leaders who are empowering and delegating and stuff like that, um, is incredibly, incredibly powerful. So what leaders need is the agile mindset.  Now, when you're looking at practices, right, there are millions of scrum teams in the world. So the higher up as a leader, the more it's about your mindset, your personal skill, you're not following practices. You're not doing routine type work in the same way. So what you've got to do is have that lean and agile mindset. Now, if you are leading a change, symbolic leadership is incredibly important.  So you've got to lead by example. Um, you've got to understand the, the mindset and the principles. You've got to focus on outcomes, the real business outcomes, not output.  You've got to learn how to use metrics and stuff like that, but you've got to go on a journey with your teams. You've got to do that kind of stuff. Um, And, you know, I've coached quite a lot of that. The biggest challenge I find when teaching, you know, leadership is something that you see at all levels of an organization as well.  So every agile team will benefit from some agile leadership. Coaching is not something that's only done by coaches. Every good leader will… certainly a good agile leader will have coaching capabilities… will be developing their people. So you've got to learn about, about that kind of stuff.   But the biggest problem I found when teaching, when coaching senior people say portfolio managers and stuff was basically just never turn up.  they're too busy and that's not good. Don't be so busy that you haven't got time to get better. So take time to learn, take time to do experiments, do new practices.  You've got to get into that. I mean, delegating authority is doing that. Doesn't mean I'm neglecting your own accountability and responsibility. So transparency and empowerment. Agility is there to empower leaders as much as the people being, led. And that's important. So all of these things can help you as an agile leader in agile, organization, you can be a better leader because you can really decrease the decision latency.  You can spend much more of your time. Um, looking forwards, planning, forecasting, steering, creating the buzz, the vision and less time looking backwards. If you're learning to be an agile leader, don't get caught up in all the framework wars and all of that. It's about the mindset and about empowerment, autonomy, purpose, and all those, all those good things. I highly recommend... there's a video they use in the Scaled Agile course. David Marquee, a model of leadership, the nuclear submarine. Yeah. Yeah. So if you don't mind, um, all male or military type examples. It's a great about that leadership by intent and serves the those things. So as a leader, let's become about leading rather than chastising and administering.  And management is incredibly important. Um, Google did some experiments where they tried to take a, we don't need no managers. They tried to get rid of the managers. Nobody was happy. So they bought them back. What they discovered was people like good managers.   And I would assert, and I'm probably not the first person to assert this, but I can't attribute other assert anyway. Um, it's better to work for a good manager in a bad organization than a bad manager in a good one. And if you've ever worked there, I know people who have their whole career has just been moving, following a good manager anywhere.  They went, wherever I go and stuff like that. And often they've gone to a bad company, but you know, you will be looked after because they have a good manager. So good managers develop the people and skills for sustainable organizations. They set the vision, they make the decisions quickly.  Um, they involve more people in that decision making, but they keep their accountability, they keep their responsibilities. They don't pass the buck… Ula Ojiaku: If it goes well, it's the team. If it goes badly, the manager takes the bullets.   Ian Spence: Yeah. The best managers to work for barely take that much credit. they get the credit because they've created that environment for everyone else to thrive. And, and, you know, the agile mindset, if you look at the qualities that Google said, a good manager needs, and if you compare it to the, you know, agile mindset, agile values, stuff like that, very closely aligned, they haven't normalized the vocabulary.   People use the sport analogy and I'm a big arsenal fan.   And I'm a big Arsene Venga fan. He would empower his players and send them out to play. He didn't have rigid systems. Jose Marino was the opposite kind of manager, right. The opposite kind of coach. But they were both fairly successful. Agile leadership is not the only style of leadership.  Right? Many, many big things have been achieved by bad leaders, doing things I personally would consider unethical and stuff like that.  Ula Ojiaku: But the question is how sustainable is it? People don't remember what you do per se, but they will always remember how you made them feel when they worked with you.     Ian Spence: Yeah. There's stuff like that. But, um, I talked to David last week and he said that the, um, the longest living successful organization is the Roman Catholic church. Right. They go back thousands of years, and this is still the same organization and they have changed, changed considerably. But I wouldn't say necessarily of a particularly agile organization, they have quite rigid rules, but their leadership has, has, has learned and developed and listened to people and changed markets and all kinds of stuff over the years.  So lean and agile leadership… it's what a lot of our organizations benefit from and need. So in basic learn about it and hopefully you're going to very successful.  Ula Ojiaku: Where can the audience reach you if they want to get in touch with you? Ian Spence: well, I'm on LinkedIn. And that's the best way to contact me personally. If you want to investigate the Essence stuff, or get a hold of the scrum cards or the other cards.  Then the Ivar Jacobson website. is the place to go. You can freely download that stuff and has articles about that, um, as well…  Ula Ojiaku: Okay. All right, many thanks. And could you remind us the date of your Better Scrum through Essence course? Ian Spence: Possibly it's, uh, the 23rd of November. And it's a online course and it will start at nine o'clock each day, UK time.  Ula Ojiaku: Okay. We'll have the Beatles and the show notes. So thank you so much again, Ian, for this. Do you have any final words of advice for the audience before we close this out?   Ian Spence: The only final word of advice is stay be a lifelong learner, relentless improvement. That's something you should be looking at.  So be, be curious, explore new things. Don't get you to let yourself get trapped in any of these, any of these boxes. And, uh, my other bit for the agile leaders is. If you are investigating agile, don't just allow it to clutter up what you say with more meaningless management speak.  Okay. Keep it, think about it's about getting good outcomes, creating healthy, sustainable team environments, getting the flow of value, watch out for the buzzword bingo.     Ula Ojiaku: Thank you so much, Ian. I've really enjoyed this conversation and I hope we'll get, to have you back on this, show some other time.  That's all we have for now. Thanks for listening. I'd love to hear from you so please drop me an email at ula@agileinnovationleaders.com. Take care and God bless!

Dans ce podcast je vous propose de revenir sur ce concept très importants dans les arts du Japon, et même au-delà! Pour soutenir mon travail, vous pouvez me parrainer sur ma page Patreon https://www.patreon.com/Okinawa_juku

"Ein guter Agile Coach macht sich obsolet" mit diesem Zitat hat sich Patrick wohl keine Freunde bei einem vergangenen Projekt gemacht. Was er allerdings damit meint und warum auch Christian findet, dass Shu Ha Ri eine adäquate Existrategie für einen Agile Coach ist, erfahrt ihr in dieser Folge. Reinhören lohnt sich. Grüße aus dem fränkischem Norden. Eure eligA Feedback ist uns willkommen, solange positiv ;-) "hallo@dasmiteliga.de" oder zwitschert es rüber, bei Twitter "@mit_eliga". Ne Website haben die beiden auch zusammengeschweißt "dasmiteliga.de" #planning #sprint #scrum #scrumguide #planen #iteration #eliga #agile

Drei Wege ins Unglück. Darüber spreche ich in dieser Episode mit René Schröder. Agilität einzuführen, ist sicher eine der komplexesten Aufgaben, die wir aktuell haben. Nur all zu verständlich, dass viele Menschen da einen möglichst sicheren Weg gehen wollen. Doch genau hier fängt das Unglück an. Agiles Arbeiten mit einer Wasserfall-Logik einzuführen, ist zwar ein nachvollziehbarer Weg, aber aus verschiedenen Gründen nicht besonders clever. Warum? Darum geht es in unserer Unterhaltung. Und gefühlt 100 weitere Themen, weil wir doch immer wieder die ein oder andere thematische Abzweigung nehmen. Am Ende gibt es natürlich auch noch einen Tipp von René, wie wir Agilität besser einführen können. Viel Spaß dabei! René auf LinkedIn: https://www.linkedin.com/in/ren%C3%A9-schr%C3%B6der-178404aa/ Renés Homepage: www.regsus.de Renés Buch: Folge ... dem Weg von Ray, Howard und Britta: Eine agile Transformation der besonderen Art (Panda Story 1) bei Amazon Weitere Bücher, die wir erwähnt haben: Cynefin - Weaving Sense-Making into the Fabric of Our World von Dave Snowden Denken hilft zwar, nützt aber nichts: Warum wir immer wieder unvernünftige Entscheidungen treffen von Dan Ariely , Gabrielle Gockel, et al. Nudge: Wie man kluge Entscheidungen anstößt von Richard H. Thaler , Cass R. Sunstein , et al. Drive: The Surprising Truth About What Motivates Us von Daniel H. Pink Kochen ohne Shu Ha Ri aka Worst of Chefkoch: https://worstofchefkoch.tumblr.com/ (Betrachten auf eigene Gefahr, kann einem deutlich den Appetit verderben!)

Langley Sensei talks further about his approach as a Karateka, Sensei, Author & much more, as always a deep dive into a lifetime of practice and experience. You can contact Langley Sensei directly via www.hdki.org or Facebook, Instagram & Youtube. if you would like to watch this interview please click: https://youtu.be/y0SiN7IuLeM If you feel like learning more about our podcast and ways you can help us to continue this podcast please go to : https://linktr.ee/Invisen --- Send in a voice message: https://anchor.fm/yama-bushi/message

In today's Thursday Thoughts I give a brief overview of one aspect of my approach to learning new techniques or getting feedback/critiques. Think of it a simplified version of the Shu-Ha-Ri concept in Japanese martial arts/culture. Originally released on YouTube on January 2, 2020.

Es ist noch kein Meister vom Himmel gefallen. Das weiß man auch im Budo und so existiert das Konzept Shu Ha Ri. Eric und Björn stellen ihre Auffassung von Shu Ha Ri vor, schauen wo sich die Ursprünge finde lassen und dikutieren, wo sie die Schwierigkeiten sehen. Feedback, Meinungen, Anregungen, Anmerkungen, Tipps und Fragen bitte an: shunkukai.podcast@gmail.com Zu den Podcastern Eric: http://www.karate-du.de/ Björn: https://www.jkdberlin.de/trainer/ https://www.sg-rot-weiss-neuenhagen.de/verzeichnis/visitenkarte.php?mandat=172647 http://www.baerfoot-berlin.de/ Die Musik für das Intro und Outro ist: href="https://www.frametraxx.de/info/musik-fuer-youtube.html">Onlinevideo Musik: New Forms von Frametraxx

In this episode we will have the usual AJNW News but today we will focus on not only the cold and snow but also on Ki/Chi. I like look at things like chi/ki in levels. Shu Ha Ri can help make this muddled subject a bit more clear, from basics to intermediate to advanced. The Shu level is burning energy by bio mechanics a fit person has better energy. The Ha level is reduction of hinderances from polishing techniques. The Ri level is tapping into the bio electronic level. It is best approached by the idea the it's not real until you feel it work, or better yet until someone else feels it. Please check out my books (martial art & martial art Sci/Fi fiction), on my web page they have fast links to the Amazon page where you can purchase them. --- Send in a voice message: https://anchor.fm/rand-law/message Support this podcast: https://anchor.fm/rand-law/support

The NFL observance of the Super Bowl is scrutinized in this episode. Plus this episode has the normal AJNW News if it can be classified as normal. However, it also has insights into the deep training methods of the martial arts and it's parallels to the pen as in art and writing as well. Not to mention (didn't I just mention that), it will also included the finish of the introduction to the Mystic Dream Walker book Ruger Jackson: Xanderland. Then after the close of the introduction of book eight of the Mystic Dream Walker series Shu Ha Ri is discussed. --- Send in a voice message: https://anchor.fm/rand-law/message Support this podcast: https://anchor.fm/rand-law/support

Read the full Show Notes and search through the world’s largest audio library on Scrum directly on the Scrum Master Toolbox Podcast website: http://bit.ly/SMTP_ShowNotes. Teams go through their own learning journey. During that process, they experience different learning perspectives, from following the rules to going beyond the rules of Scrum (the Shu-Ha-Ri model). However, we must help them reflect on when they are ready to go beyond the “rules of the game”. We discuss how we can best help our teams go through the learning journey at their own pace, without jumping important steps! Featured Retrospective Format for the Week: Strengths and Weaknesses for Remote teams The format that Helen shares with us is tailored for remote teams and focuses on helping all team members share their perspectives on the team and its progress. Helen also shares a cool tip on how to keep the engagement throughout the retrospective.  Do you wish you had decades of experience? Learn from the Best Scrum Masters In The World, Today! The Tips from the Trenches - Scrum Master edition audiobook includes hours of audio interviews with SM’s that have decades of experience: from Mike Cohn to Linda Rising, Christopher Avery, and many more. Super-experienced Scrum Masters share their hard-earned lessons with you. Learn those today, make your teams awesome!  About Helen Garcia Helen's been in projects for over 10 years, everything from construction to pharma to more recently gaming. Not only does she want to bring an Agile mindset to organizations that are ready for change but she also strongly believes that Agile can be just as effective at home. Bringing value sooner, safer and happier thanks to Jon Smart it's a quote Helen take most places! You can link with Helen Garcia on LinkedIn and connect with Helen Garcia on Twitter.  You can also visit Helen Garcia’s website to learn more about her work.

In this episode, recorded of the mat, Valadez Sensei discusses the psychology of Shu-Ha-Ri from the point of view of its cultural and historical roots and how we can and should fit it into our training today.

We seem not to be quite educated to listen to our intuition these days. It might be our schooling system, the way the business world operates, or perhaps the fact that because we don’t know how intuition works, we are slightly scared of it. In this 8th season of the Catching The Next Wave podcast the hosts, Aga and Łukasz Szóstek aim to catch the intuitive bull by its horns and go to figure out what is intuition, and whether it’s worthwhile to listen to it or not.LINKS“The Artist’s Way” by Julia Cameron“The Umami Strategy” by Aga Szóstek“Thinking Fast and Slow” by Daniel KahnemanAlaister Cockburn talking about the Shu Ha Ri model

In this episode, recorded on the mat, Valadez Sensei debriefs with deshi following a Jiyu Waza training session having control devices. Several key concepts related to Shu-Ha-Ri, and Takemusu Aiki are discussed. Also, direction is given regarding the early attempts to move beyond form to the reconciliation of form. Please be sure to watch the associated two YouTube Videos on how to use control devices in Jiyu Waza as a way of implementing a progressive pedagogy. YouTube Video 1: https://youtu.be/RaW2mvyk1Nw YouTube Video 2: https://youtu.be/OHTTb9rj4TU Aikido at Senshin Center www.senshincenter.com www.facebook.com/senshincenter Subscribe to our podcast on iTunes, Spotify, and SoundCloud - "Budo" The Way of the Warrior Podcast." Subscribe to our blog: https://www.senshincenter.com/blog Please support the continuing of our content on Patreon: https://www.patreon.com/SenshinCenter

In this episode, co-hosts Dan Neumann and Sam Falco discuss the topic of filling the role of a Scrum Master. In particular, whether you should follow Scrum practices and patterns as opposed to using the Scrum principles, or vice-versa. They talk about what they see most Scrum Masters doing, some of the common mistakes they may make, how to take an effective approach as Scrum Master, and share some of the lessons they have learned throughout their careers as Scrum Masters themselves.   Key Takeaways Advice for new Scrum Masters/What Scrum Masters should be aware of: Get feedback and act on it — especially when it’s interpersonal feedback Ask: “How can I be serving my team better?” Build support for your team around Scrum (which may be new and uncomfortable to them) The impulse may be to say, “I’m doing this because that is what it says to do in the book,” but that’s not a satisfying answer for anybody If somebody asks, “Why do we have to have a daily Scrum?” Don’t just say it is because “daily” is in the title — instead, ask, “What value are you not getting out of the daily Scrum?” Whenever your team is unsure about why they are doing a particular practice, ask, “Why wasn’t this valuable?” and “How can we get more value out of it?” Getting a Scrum certification from 2006 or 2008 isn’t sufficient; you have to continuously learn and improve as a Scrum Master — new practices are constantly emerging and you have to adapt “Let them fail” can be misconstrued as not giving someone enough support in their role and letting them fail (what it actually means is putting someone in the place to win and giving them the chance to fail) The new Scrum Guide is an amazing resource because it strips away all of the prescriptive practices and is easier for new Scrum Masters to follow Ask: “Is your daily scrum effective at helping you plan so that this won’t happen again?” The Scrum Master has to guide the team in a way that’s not telling them what to do Sometimes as a Scrum Master the best thing you can do is say nothing (which doesn’t mean sitting back and doing nothing; but actively observing, considering, and when your team asks a question, follow it up with another question [i.e. “What do you think you can do?” or “What are some options?” and allow them to figure things out]) Don’t give your team answers, this disempowers them; instead, allow them to try something on their own (they may solve the problem in a better way) Even if a team member fails when you allow them to try something their own way, remember: you’re only one sprint away from recovering in Scrum As a Scrum Master, there are times where you may need to step in (i.e. when you know something is going to result in something bad that will cause strife) Upholding Scrum is a part of the Scrum Master’s accountability The one situation in which a Scrum Master absolutely needs to step in is if there is abuse If you feel things have gotten stale as a Scrum Master it is time to broaden your horizons and think about the different ways you can serve your team Continue to learn and explore different options for how to build some excitement and make Agile principles and Scrum values more present Patterns and Practices vs. Principles Doing the practices in an inappropriate way can be harmful and the principles can really illuminate effective ways to do that Patterns and practices are important (but equally as important is building the principles so that you’re doing them effectively at the right times) The pattern is important but you need to understand the principle behind it and why you’re doing it so you can then adapt it As a beginning Scrum Master, it is helpful to follow the practices but if you’re only following the rule because “it says so” or “I say so” it is not a good strategy to push forward with As a Scrum Master, it is your job to help people become effective and figure out what patterns and practices work for them   Mentioned in this Episode: AgileThought.com/Events — Visit for AgileThought’s upcoming virtual events & RSVP! Agile Coaches’ Corner Ep. 1: “Do Scrum Well Before Scaling!” Agile Project Management with Scrum (Developer Best Practices), by Ken Schwaber Agile Coaches’ Corner Ep. 54: “The Concept of Shu Ha Ri and Why It’s Important to Agile Adoption with Che Ho” The Scrum Field Guide: Practical Advice for Your First Year (Agile Software Development Series), by Mitch Lacey Coaching Agile Teams: A Companion for ScrumMasters, Agile Coaches, and Project Managers in Transition, by Lyssa Adkins Discover to Deliver: Agile Product Planning and Analysis, by Ellen Gottesdiener and Mary Gorman   Want to Learn More or Get in Touch? Visit the website and catch up with all the episodes on AgileThought.com! Email your thoughts or suggestions to Podcast@AgileThought.com or Tweet @AgileThought using #AgileThoughtPodcast!

In this episode, recorded on the mat, Valadez Sensei debriefs with deshi following a Jiyu Waza training session. Several key concepts are discussed which are related to Shu-Ha-Ri training paradigms, As/If Ritual Pedagogy, and moving from forms training to training in live environments. Please be sure to watch the associated YouTube Video for more helpful hints on bridging the gap from Kihon to Jiyu. YouTube Video: https://youtu.be/qVgp7vXyowg Aikido at Senshin Center www.senshincenter.com www.facebook.com/senshincenter Subscribe to our podcast on iTunes, Spotify, and SoundCloud - "Budo" The Way of the Warrior Podcast." Subscribe to our blog: https://www.senshincenter.com/blog Please support the continuing of our content on Patreon: https://www.patreon.com/SenshinCenter

In this episode you can listen to my take on Shu Ha Ri and how it was applied to my Karate. Hope you will enjoy this one. If you would like to support the show with no cost to you and you shop with Amazon, please feel free to use my affiliate link, for which I get a small commission when you purchase something - note that it is completely free for you! Please find the link below. https://amzn.to/3qqfuhy

We look at two elements - Collaboration and Reflection - of the Heart of Agile approach developed by our friend Alistair Cockburn, and illustrate how conscious and attentive listening and reflection on emotions make a big difference for agile teams. SHOW LINKS: - Motherhood and Apple Pie: https://hotidioms.com/2012/02/21/motherhood-and-apple-pie/ - Collaboration Cards: https://www.collaborationcards.com , https://web.archive.org/web/20170621140230/http://alistair.cockburn.us/Collaboration+Cards - Collaboration Cards article: http://static1.1.sqspcdn.com/static/f/702523/26767147/1451886700677/201601-Cockburn.pdf?token=oTGZ9syVsnh4d%2BtW8ggVolCglEM%3D - Collaboration Cards course: https://www.heartofagile.academy/courses/using-collaboration-cards - Shu Ha Ri: https://martinfowler.com/bliki/ShuHaRi.html - Thanks for the Feedback: https://www.goodreads.com/book/show/18114120-thanks-for-the-feedback - Previous episode: https://soundcloud.com/troubleshootingagile/alistair-cockburn-heart-of-the-heart-of-agile --- Our new book, Agile Conversations, is out now! See https://conversationaltransformation.com where you can order your copy and get a free video when you join our mailing list! We'd love to hear any thoughts, ideas, or feedback you have about the show. 
 Email us at info@conversationaltransformation.com

In this lecture, I will share the concept of Shu-Ha-Ri. These are the 3 phases in one learns anything and allows one to become innovative. It is important to understand this in anything that we wish to inculcate into our body... --- Support this podcast: https://anchor.fm/enkyoji-network/support

Join V. Lee Henson President and Founder of AgileDad as we learn more about the Shu Ha Ri, what it really means and how it can be applied best to Agile Leadership. 

Both of us learned to improve our conversations through regular practise with others - and today we describe how you can do that too, by organising a Conversational Dojo using our (free!) kits and videos. SHOW LINKS: - Free Dojo kit: https://itrevolution.com/conversational-dojo-kit-free-download/ - Conference talk on conversational dojos: https://events.itrevolution.com/virtual-programming/ - London Organizational Learning meetup: https://www.meetup.com/London-Action-Science-Meetup/ - Action Design: https://actiondesign.com/ - Shu Ha Ri: https://martinfowler.com/bliki/ShuHaRi.html --- Our new book, Agile Conversations, is out now! See https://conversationaltransformation.com where you can order your copy and get a free video when you join our mailing list! We'd love to hear any thoughts, ideas, or feedback you have about the show. 
 Email us at info@conversationaltransformation.com

Read the full Show Notes and search through the world’s largest audio library on Scrum directly on the Scrum Master Toolbox Podcast website. Charles provides a clear vision for what success is for a Scrum Master, and we discuss what are some of the growth models that help us improve our performance.  In this episode, we refer to the book Turn The Ship Around! by David Marquet, to the learning model based on Shu-Ha-Ri, and a movie, The Karate Kid, which illustrates a learning journey from the very early moments to a moment of mastery. Featured Retrospective Format for the Week: The Sailboat Retrospective Metaphor retrospectives help teams enter a mood of reflection by creating a scene where the team projects their feelings and thoughts. In the sailboat retrospective, the metaphor helps the team talk about what is going on at that time, but also to plan for the future and draw a map to achieve their goals. Watch this video for a hands-on example of the sailboat retrospective.   About Charles Rodriguez Charles has been working in software development for 16+ years with roles ranging from a database developer to manager to agile coach all in an effort to 'try to make things better' for future generations joining the IT industry. You can link with Charles Rodriguez on LinkedIn and connect with Charles Rodriguez on Twitter.

Schreckliche Lehrer, minutiöse Methoden, wichtige Werte, Prinzipien, echtes Lernen und der Weg zur Meisterschaft (nein, nicht beim Fußball).

Comment te créer un business, une activité qui s'appuie sur ta singularité ? La réponse dans cet épisode où je te partage l'apprentissage que je vis dans les arts martiaux et biensûr le lien que je fais avec l'entrepreneuriat ! N'hésitez pas à partager cet épisode à celles et ceux qui souhaitent se lancer dans la création de contenu. Pour aller plus loin, je t'offre une séance découverte, il te suffit de cliquer sur le lien. Merci à toutes et à tous, pour vos partages, vos retours et votre soutien. Bonne écoute ! François

5am Mester Scrum Show #223 Live - Shu Ha Ri Coach and Personal Journey and Scrum Master Best Job Ever! - Today's topics: (1) Shu Ha Ri examples: Took a BAF or SAFe class (Shu), Read The Lean Start up or ask oneself what would Greg say? (Ha) and start my own Business or let's try Kanban (Ri). Ri is also where the coach leaves, and (2) Scrum Master is the Best Job and why I like to go back and forth between coach and scrum master.  Please like and subscribe and share 5amMesterScrum. Please send me your topics. You are are doing Great Please Keep on Sharing.  #5amMesterScrum #scrum #agile #business #scrummaster #agilecoach #coaching #shuhari #learning #job #training #classes #workshop #selfcoaching #leadership 5am Mester Scrum Show #223 went live on Youtube at 614am EST Sunday 3/1/2020. Happy Scrumming, Social Media Roll Call  LinkedIn: https://www.linkedin.com/company/5ammesterscrum/ Youtube: https://www.youtube.com/c/5ammesterscrum Facebook: https://www.facebook.com/5ammesterscrum/ Instagram: https://www.instagram.com/5ammesterscrum/ Twitter: https://twitter.com/5amMesterScrum/ TikTok: (search 5amMesterScrum)  Podcasts: (search 5amMesterScrum) Spotify, Google Music Player, PodBean, iTunes, Stitcher, PlayerFM, Breaker 

This is a teaser for the episode with the UFC Champion, Bellator Fighter, karateka and martial artist Lyoto Machida. Don't miss the full episode.      

Unser Verständnis von Shu Ha Ri - Die Stufen des Lernens zum Meisten an praktischen Beispielen // Lebenslanges Lernen und die Ideenbringer-Tipps dazu // Wie lernen wir? // Wie bilden wir uns ständig weiter // Lebenslanges Lernen als Haltung // Mehr auf http://ideenbringer.com

Hear how to support your team's success when transitioning to Agile. The adaptation of the Aikido principle of Shu Ha Ri, as well as more info on Disciplined Agile. Table of Contents 00:58 … Meet Alan 02:07 … Defining Agile 04:20 … Shu Ha Ri 08:26 … Non Traditional and Non Profit uses of Agile. 14:43 … Challenges with Transitioning to Agile 17:41 … Disciplined Agile Train the Trainer Seminar 21:48 … Choosing your WoW 23:14 … D.A. and Lean 26:01 … Value Stream Mapping 27:33 … Fundamentals of Agile InSite Course 29:51 … Closing Alan Zucker: ...as long as you are stepping in and making those decisions, the team won't.  So you really need to focus on stepping back and giving the team that space to make those decisions and allowing them to stub their toes and skin their elbows. So that they will become successful over time. NICK WALKER:  Welcome to Manage This, the podcast by project managers for project managers.  We're back with another episode, bringing the kind of information you've been asking for.  We hope you'll keep the requests and comments coming in.  You can always comment right there on your listening app, or on Velociteach.com, or on social media.  We love hearing from you. I'm your host, Nick Walker, and with me are the two guys who guide our discussion, Andy Crowe and Bill Yates.  And this time around we're featuring a member of the Velociteach family.  And like most of the folks around here, Andy, he has credentials a mile long. Meet Alan ANDY CROWE:  He does indeed, Nick.  And we have Alan Zucker on the show today.  And Alan and I go back a good ways.  He and I interacted back before he worked for Velociteach.  We had a relationship.  Somebody I have deep respect for, and I'm really looking forward to today's podcast. NICK WALKER:  Before we hear from Alan, I want to tell you a little bit more about him.  He's a certified project management professional, an ITIL Foundation certificate holder, a Scrum master, a scale Agilist, and an Agile certified practitioner.  Alan Zucker is a keynote speaker, and he has more than 25 years of experience as a leader in Fortune 100 companies.  In 2016 he founded Project Management Essentials to provide training and advisory services.  He recently completed a new course for Velociteach titled “Fundamentals of Agile.” Alan, welcome to Manage This.  We want to talk Agile today. And before we really get into it, can you tell me a little bit about what Agile is, particularly for my benefit and for the benefit of those who maybe are coming from a predictive or waterfall background. Defining Agile ALAN ZUCKER:  Sure, Nick.  Well, first of all, Andy, thanks so much, it's great to be on the podcast again. So Agile is a way of managing projects and it goes back formally about 20 years. And it started out as a way of developing software using incremental and iterative development techniques. So what we try to do with Agile is try to develop our projects and deliver our projects in smaller pieces. And then learn from what we've delivered in order to make things better with each of the successive increments. BILL YATES:  Those are some of the keys; right?  Small batches, quick iterations, quick turnaround, get it in the hands of the customer, deliver value quickly.  Those are some of the keys. ANDY CROWE:  Value, value, value. BILL YATES:  Yeah, value, value. ALAN ZUCKER:  And so I think one of the other really big pieces of Agile is that it changes the way we work, and it really focuses on having empowered teams and people really engaged, both from a customer's perspective, as well as from the technology team perspective. In our traditional projects, particularly our waterfall projects, there's a big separation between the customers, the business, the development team, the testing team, and on an Agile project we try to get everybody to collaborate together more effectively. So, it's really interesting,

Hear how to support your team’s success when transitioning to Agile. The adaptation of the Aikido principle of Shu Ha Ri, as well as more info on Disciplined Agile. Table of Contents 00:58 … Meet Alan 02:07 … Defining Agile 04:20 … Shu Ha Ri 08:26 … Non Traditional and Non Profit uses of Agile. […] The post Episode 95 – Making Sense of Agile, Shu Ha Ri, and Disciplined Agile appeared first on PMP Certification Exam Prep & Training - Velociteach.

This week on the podcast, Dan Neumann is joined by Che Ho! Che Ho is leading an agile transformation for the County of Santa Clara, California. He also recently got certified as a Scrum Master Professional through Agile Alliance. And, fun fact: He’s also a martial arts instructor for Wing Chun! He’s been studying it since he was 10 and has been teaching it now for 20-odd years.   Speaking of martial arts, the topic today directly relates to it! Shu Ha Ri is a concept that comes from Japanese martial arts’ kata (AKA forms) and is a fantastic tool for Agile coaches in their approach to agile adoption. In this episode, Dan and Che Ho are completely breaking down the concept of Shu Ha Ri to make it just a little more tangible.   Key Takeaways What is Shu Ha Ri? ‘Shu Ha Ri’ is not levels, nor is it a self-contained stage that you go through The description of Shu Ha Ri comes from Japanese martial arts’ kata (AKA forms) Shu Ha Ri is similar to a pyramid; each phase supports one another and one cannot exist without the other It’s simply a way to look at a maturity level which can help with agile adoption Breaking down Shu Ha Ri: The ‘Shu’ phase: Shu is when you first start learning (it’s essentially like learning the alphabet and how to put things together) Where you learn the ‘why’ The time for getting comfortable with the rhythm of things The ‘Ha’ phase: Ha is about playing with the techniques and stringing them together in your own unique way You can begin to personalize within the framework You can move off script as the framework is internalized Motivation comes to light at this phase The ‘Ri’ phase: Ri is the ‘ultimate mastery’ — it’s described as the phase where the form no longer matters (it’s a ‘formless form’) It’s more of a lifestyle — it becomes so ingrained in you that it just becomes the way that you are rather than something that you do The activity becomes organic Through this, you create ways that are uniquely yours and you can become playful with it A lot of experimentation can signify a ‘Ri’ level of maturity Ri is when you become so comfortable with what’s going on that it just becomes you; and you’re free to innovate, create, and experiment How to address resistance to Shu Ha Ri: Firstly, don’t take it personally — as Che Ho says, “They’ve honed their habits over decades to get to the success where they’re at now — so of course they’re going to resist changing it!” Address the ‘why’ for the change Remember: it takes time You can only get so far studying by yourself but a coach helps you get great A study group can be a form of coaching if they are focused and have their intention set for growth and change Che Ho’s key takeaways: Shu Ha Ri is a way to bring people to the same understanding Be sure to have patience with the change Celebrate the small wins along the way Instead of trying to achieve something, Shu Ha Ri should become an internalization and part of your being   Mentioned in this Episode: Che Ho's LinkedIn Profile Agile 2019 Conference Wing Chun Shu Ha Ri Bruce Lee Coaching Agile Teams: A Companion for ScrumMasters, Agile Coaches, and Project Managers in Transition, by Lyssa Adkins Alistair Cockburn Kata Woody Zuill Agile Coaches’ Corner Ep. 45: “The Benefits of Mob Programming with Chris Lucian” The Agile Manifesto County of Santa Clara Nonviolent Communication (Approach by Marshall Rosenberg)   Che Ho’s Book Picks: Say What You Mean: A Mindful Approach to Nonviolent Communication, by Oren Jay Sofer Resilient: How to Grow an Unshakable Core of Calm, Strength, and Happiness, by Rick Hanson Ph.D. and Forrest Hanson Pocket Guide to Interpersonal Neurobiology: An Integrative Handbook of the Mind, by Dr. Daniel J. Siegel M.D.   Want to Learn More or Get in Touch? Visit the website and catch up with all the episodes on AgileThought.com! Email your thoughts or suggestions to Podcast@AgileThought.com or Tweet @AgileThought using #AgileThoughtPodcast!

How does Lewis Pugh dive in at such places as the North Pole and complete endurance swims in below-freezing water temperatures? He says he is motivated by his "driving purpose,” which is saving our oceans. His interview with Kelly Palace and Maria Parker is guaranteed to inspire you to get out of your comfort zone and find your own purpose. Tune in to part one of this two-part exclusive interview with Lewis Pugh. Subscribe to the Champion's Mojo podcast on YouTube. Leave us a review, too! If you subscribe on YouTube you could win one of our monthly prizes. Champion's Mojo is also on Apple Podcasts, Spotify and Google Play. More About Lewis Pugh Lewis Pugh is an endurance, ice water swimmer and the United Nations Patron of the Oceans. Pugh is the only person to have completed a long distance swim in every ocean of the world. Over 7 million people have viewed Lewis Pugh’s TED Talks and videos and countless others have followed his journeys on BBC, Good Morning America, CNN, Jon Stewart, National Geographic, Sky News and more. His autobiography Achieving the Impossible is a bestseller and was chosen for Oprah’s Exclusive Book List. Episode Topics and Mentions North Pole South Pole English Channel The Long Swim Mount Everest Capetown, South Africa Norway Boston Cold water swimming Open water swimming Indian Ocean TED Talks Anticipatory thermogenesis Ross Sea, Antarctica  Zodiac Shuhari - Japanese martial art concept British Special Service China United Kingdom Russia Slava Fetisov Kremlin Achieving the Impossible  Driving through Tunnels Takeaways from Kelly and Maria Kelly - 1) When we have a driving purpose we can accomplish superhuman feats. 2) Martial arts concept of Shu Ha Ri, Obey the law, break the law, make the law. This is a great road map for achieving extraordinary things. Maria - 1) Courage is a muscle and it can get flabby. We need to do things that build our courage muscle. 2) We all need a team. Surround yourself with a brave, courageous team.  Quote of the Week “Courage is contagious and equally, fear is contagious. I try to surround myself with courageous people." -- Lewis Pugh Have something you want to share with us? Email it to championsmojo@gmail.com  Keep up with the show by visiting YouTube, ChampionsMojo.com and visiting the Facebook page, Instagram page, and Twitter page.

Brent, Mark, and Patrick talk about Shu Ha Ri

En este episodio comenzamos a hablar sobre los caminos en la agilidad. Es decir, como una persona forja una historia personal y llega hasta cierto estado agil. Cual es ese estado? cada uno lo sabe. Los participantes de la tertulia narran su propia experiencia personal y esto sirve de base para tocar muchos temas interesantes: desde el cambio climático hasta el Shu-Ha-Ri.Sean todos bienvenidos a esta nueva tertulia ágil.

We martial artists talk a good game about using our training to impart life skills. But are our ideas about the pursuit of mastery really applicable to other fields? I asked experts in multiple disciplines to find out. Please subscribe in iTunes or on Android! Special thanks to: Jason D. Robinson jasondennisrobinson@gmail.com Dr. Matt Wood Texas A&M... The post Episode 14: Shu-Ha-Ri and Mastery According to Non-Martial Artists appeared first on Martial Journeys of Madison.

In this episode, recorded in studio, Valadez Sensei discusses the History of Thought as it pertains to East Asian Pre-Modern epistemology and discourse, and on how this impacts our understanding and misunderstanding of Jiyu Waza, Shu-Ha-Ri, and Takemusu Aiki. Please check out our multiple videos on Jiyu Waza on our YouTube Channel (Senshinone). For further information, please visit www.senshincenter.com, follow us on Facebook.com/senshincenter, or view over 400 videos and hours of information on our YouTube Channel: youtube.com/senshinone

Abderrahmane Abdallahoum, Head of UX et Rogelio Canedo Manager Agiliste nous racontent comment Leboncoin a progressivement fait évoluer l'organisation de son équipe produit pour devenir customer centric. Ils nous racontent les différentes étapes parcourues (organisation technocentrée, en patates) pour atterrir sur une organisation en feature teams en 2018. Ils partagent les problématiques rencontrées, les solutions expérimentées et les enseignements qu'on peut en tirer. Ce qu’on y apprend : - les 3 fondements de leur philosophie d'orga : sens, autonomie, expertise - les grandes lignes de leur processus holacratique - le concept du SHU-HA-RI - la mise en place d'outcome based roadmap au niveau du produit et leur construction à l'échelle des équipes Le support de présentation du pitch est accessible sur yolocracy.org : https://yolocracy.org/comment-basculer-une-equipe-dune-centaine-de-contributeurs-en-feature-teams/ Pour plus d'information sur Leboncoin : https://www.leboncoin.fr/

First of two episodes on reflection. We often say that learning is horrible and suggest you do it anyway - but how exactly can you learn? We use a model from Chris Argyris - single-loop and double-loop learning - and concentrate today on the single-loop style, most appropriate for gradual improvement of a particular metric or characteristic. SHOW LINKS: - Argyris on single- and double-loop learning: https://hbr.org/1977/09/double-loop-learning-in-organizations - Shu Ha Ri: https://martinfowler.com/bliki/ShuHaRi.html *** We'd love to hear any thoughts, ideas, or feedback you have about the show. Email us: see link on troubleshootingagile.com Tweet us: twitter.com/TShootingAgile Also, if you'd like to leave us a review on iTunes (or just like and subscribe), you'll find us here: https://itunes.apple.com/gb/podcast/troubleshooting-agile/id1327456890?mt=2

SPaMCAST opens with our essay, Don’t Shortcut Shu Ha Ri. Recently I have been thinking about just how rigorously practitioners need to follow the processes, methods, and frameworks, and when it makes sense to tweak processes to fit the culture. Learn and practice first, then decide how to tweak agile, Scrum or any framework to your culture. The results will be better. Our second column will introduce a new column from Susan Parente titled, “I Am Not A Scrumdamentalist.”  Susan originally appeared on SPaMCAST 344 -- http://bit.ly/2GDl6Px  Note: The material provided by Susan Parente, is copyright of Susan Parente and may not be used without her specific consent.   Our final column in the SPaMCAST 487 features the Software Sensei, Kim Pries.  In this column, Kim talks about what works and does not work. (I had originally scheduled Jon M Quigley this week, however, I took the wrong hard drive on the road this week). Re-Read Saturday News This week we explore the forward and the introduction of L. David Marquet’s Turn the Ship Around! In one fell swoop, we take care of all of the pages numbered in italics.  The introduction adds some extra context to how Marquet’s leadership style and theories evolved. Current Installment:   Week 2: Forward and Introduction Previous Installment: Week 1: Game Plan Upcoming Webinars and Conferences QAI Quest 2018 The Three Amigo’s Role in Agile May 21-25, 2018, San Antonio, Texas ISMA 15 May 11 Rome, Italy I will also be at Agile West on June 7th (my birthday!) Next SPaMCAST SPaMCAST 488 will feature our interview with Prem Ranganath. Prem and I discussed why organizations need to focus on innovation and excellence.  The topic might sound trite; however, making innovation and excellence happen is hard. Prem provides examples and advice from the real world.

The Corner House, Cardiff, UKHappy New Year! We start 2017 in Cardiff with Nigel Baker and take some time to answer one of the questions we got asked on Twitter: “What is the difference between DOING agile and BEING agile?”. The boys reflect on the intent of the agile manifesto, “Shu Ha Ri” as a learning metaphor and discuss how long does it actually take to “become” agile. Should we judge the company being agile or the attitudes and the diversity of the people they employ? We hope you enjoy! Get bonus content on Patreon See acast.com/privacy for privacy and opt-out information.

Neil Killick (@neil_killick) joined me (@RyanRipley) to discuss a wide variety of agile ideas including: “Shu-Ha-Ri”, Agile Management, #NoEstimates, and when software is “done”. [featured-image single_newwindow=”false”]Neil Killick Presenting #NoEstimates[/featured-image] Neil is a software delivery coach and manager with experience shipping software in various capacities, domains, and industries. He is one of the key pioneers of #NoEstimates and seeks better ways to slice work, collaborate with stakeholder, and deliver value frequently. Neil blogs at here and is a must read for agile-minded thinkers and experimenters. In this episode you'll discover: Agile as a mindset vs Agile as a set of tools and processes What is “shu-ha-ri” and does it make sense in an agile context? Why #NoEstimates is an important concept that moves agile thinking forward Links from the show: Learn more about Neil at neilkillick.com Neil’s slicking heuristic explained! #NoEstimates isn’t just about estimating [callout]We’re losing tens of billions of dollars a year on broken software, and great new ideas such as agile development and Scrum don’t always pay off. But there’s hope. The nine software development practices in Beyond Legacy Code are designed to solve the problems facing our industry. Discover why these practices work, not just how they work, and dramatically increase the quality and maintainability of any software project. Click here to purchase on Amazon.[/callout] [reminder]What are your thoughts on #NoEstimates? Please share your ideas below.[/reminder] Want to hear another podcast about the life of an agile coach? — Listen to my conversation with Zach Bonaker, Diane Zajac-Woodie, and Amitai Schlair on episode 39. We discuss growing an agile practice and how coaches help create the environments where agile ideas can flourish. One tiny favor.  — Please take 30 seconds now and leave a review on iTunes. This helps others learn about the show and grows our audience. It will help the show tremendously, including my ability to bring on more great guests for all of us to learn from. Thanks! This podcast is brought to you by Audible. I have used Audible for years, and I love audio books. I have three to recommend: Agile and Lean Program Management by Johanna Rothman Scrum: The Art of Doing Twice the Work in Half the Time by Jeff Sutherland The Lean Startup by Eric Ries All you need to do to get your free 30-day Audible trial is go to Audibletrial.com/agile. Choose one of the above books, or choose between more than 180,000 audio programs. It's that easy. Go to Audibletrial.com/agile and get started today. Enjoy! The post AFH 050: Agile Ideas with Neil Killick [PODCAST] appeared first on Ryan Ripley.See omnystudio.com/listener for privacy information.

    The evolution of Product Owner practices and techniques can seem like a large mountain to climb sometimes.  The ability to nail the basics, improve upon them, and then not need them at all is the concept of Shu Ha Ri.  In this episode, we welcome back Bob Galen to be our guide for helping understand how PO’s can apply the different levels to their own position. Then we expand upon how to keep climbing to gain a higher level and how hard that actually is.   Feedback: twitter - @deliveritcast email - deliveritcast@gmail.com   Links: Co-host Post - http://deliveritcast.com/looking-for-a-new-co-host Bob Galen - Product Owner Agile Journey Index Rich Morov - 8 Mistakes as a 1st time Product Manager Arti  - Product Management and the middle way Stefan Roock - The Shu Ha Ri of scrum Alistair Cockburn - Shu Ha Ri    

Introducing Matt Beam! Matt will become the show's new co-host and technical editor.  Don't worry, you'll still get to hear me inject more than a few um's and stutters :)  But, you will also get Matt's level-headed observations and ideas! In this episode, we talk about things we are seeing in the Chicago Agile space as far as Agile implementations, attitudes, practices, and how we've adapted to them. We talk a little about Doc Norton's presentation at Agile Day Chicago 2015.  Doc has a great new take on the Shu - Ha - Ri  maturity model. Rick gives a little detail about an experiment he's looking into with crossing the CSM training class and young students.  This gives way to a great discussion on training/educating students.  

ber dieses Thema habe ich schon einmal geschrieben (ausführlicher im Kolumnenband Jahrmarkt der Futuristik). Jetzt kam ich durch einen Leserbrief wieder darauf zurück. Als ich neulich „Bäume sollen nicht dem wechselnden Licht nachwachsen, sondern nach oben in den Himmel" formulierte, fragte jemand, was ich denn mit „Himmel" genau meinte. Das ist eigentlich sonnenklar, aber so ganz und gar nicht explizit, nicht wahr?

Victor is joined by Dale Ellis (@theDigitalDale), Jason Kerney (@JasonKerney), Zach Bonaker (@ZachBonaker) and Garrett Borunda (LinkedIn) at the Cape Rey in Carlsbad for a lively morning of Agile and Coffee. In this episode, our Agile heroes discuss: Agile tools to give Voice to a Teams "Agile is a cancer" Erik Meijer's presentation The Hacker Way - a Rational Alternative for Agile (explicit content) in which he claims that "Agile is a cancer that we have to eliminate from the industry" Agile Is Dead (Long Live Agility) by Dave Thomas (manifesto signatory) The Failure of Agile by Andy Hunt (manifesto signatory) Shu Ha Ri by Alistair Cockburn(manifesto signatory) Should Scrum die in a fire? by Ron Jeffries (manifesto signatory) Good To Great by Jim Collins Coordinating work between teams Power of Success (Mob Programming at Hunter) ACCUSWest 2015 archive at AgileLib.net, courtesy of Tobias Mayer Coming soon is Dr. Dave's 5 Saturdays program's Train the Facilitators workshops: May 30th and June 6th. More info at 5Saturdays.org Reach out to Vic (@AgileCoffee) on Twitter and use the hashtag #tellAgileCoffee to interact with us on an upcoming episode.

Bob and Josh discuss the concept of Shu Ha Ri and how it applies to agile adoption. Support this podcast