I have done zen about 15 years, not monastic nor full-time, but rather serious lay practice. This is how i translate zen to the working life.
In principle there are two ways to do zen-meditation:
Intensive concentration is essential in breath practices and shikantaza (pure sitting). Just come back to the here and now, whenever your attention is lost. Gradually you are able keep your attention in the one thing you choose. Every now and then you enter samadhi, a state of pure concentration. The practice deepens, you learn, the samadhi happens more often. The quality of life improves.
The Great Question, Koan, is the second kind. Along the practice, or already earlier, a burning question arises. What is this, really? Who am I? What is real? What I do, really? You go on questioning, day and night. In meditation more intensively, otherwise as situation allows. Continuous “I don’t know.” Gradually you get insight to the question, even radical.
Facing fear, anxiety and loss – suffering
When you have strengthened the mind during good times, facing difficulties is easier.
The meditation returns the balance of the mind. A trained mind is more stable. Seeing the true nature of things helps to accept whatever happens. You make better choices.
The zen tradition supports in other ways too. The rituals, habits and mental images create safety for the subconscious. Likewise do the community, the meditation room and the presence of other practitioners. Sense making and the teacher’s advice is helpful.
Zen at work
Finally I got the energy to publish this project. Quite impressive even after 10 years: 1000 people, 4 years, 100+ coaches. Unfortunately we did not know Agile back then, adding the technology and process perspectives would have made it a revolution. I hope you find this as an encouraging example.
- Long term
- Intensive co-work of the internal owner and the external consultant
- Own your own change – tailor the approach in a core team
- Work with individual, group and organizational levels
- Empowerment – reflection and freedom of choice. And coahcing support.
- A tailored training program for change agents
- Experiential learning sticks
- Adapt – work in the speed of the organization
Following is the abstract, 9 pages is downloadable at aritikka.com.
This report describes a large successful case of a goal oriented managed change, based on empowerment and reflection. The organizational culture and emergent nature of the change were respected by a continuously adaptive approach.
Significant improvement was reported in the atmosphere and work of teams, departments and leadership teams, and from personal perspectives.
Lately retrospectives have become popular as the reflective learning practice along the Agile SW development movement. I hope this report encourages to invest in a learning culture, let it be called Kaizen, learning organization or retrospectives.
The organization in question was Switching Platforms, Nokia Networks,about 1000 people in matrix organization, developing a distributed operating system for telecom switches. The change program was initiated bottom-up and sponsored by the strong management team of the SWP.
The program continuously adapted to the real conditions and capability. It was continuing to add value from 1998 to 2002 until ended with a radical organizational change. The following was achieved:
- An adaptive organization-wide development process lasting for 4 years
- A tailored approach, fit to the organization and situation, including tools, communication
- material, coach pool and the structure to lead and develop the change.
- A tailored training program for change agents/coaches. It was based on experiential learning, and eventually became a leadership training.
- 11 groups of 12 participants in the basic training of 1+2+2+1 days. Value for oneself 5.6/6, value for own development project 5/6.
- 3 groups of 8 people in the advanced training program of 1+2+1+2+1 days
- 3 internal coaches of coaches consulted the managers, facilitated workshops and supported the team level local development projects
- 150 recorded local projects, covering about 75% or the organization
- Coach network with meetings, reading circle, peer consultation
- Clear change in the culture, knowledge, personal growth, change resilience
Kati Vilkki main organizer and coach, Soile Aho consultant, Ari Tikka coach, Antti Heimonen, Seppo Taanila, Aila Laisi, Lauri Närhi, Leea afHeurlin, Kirsi Lagus, Jyrki Innanen, Sami Lilja, Raija Tamminen and dozens of other activists. Please notify me when you wish to have your name here.
This is a report from the Open Space of #scanagile 2009 conference. The reports will be collected at the Agile Finland wiki. Please link or create yours!
If a donkey is not willing to drag the cart, you pull it’s tail. It will resist the pulling and start dragging the cart.
The suggestive question “Why retrospectives”, might create pressure to conform, or to give the right answer. I have used the controversial question successfully a few times. Asking the opposite:
- Is actually the important question: “What is blocking you?”
- Everyone is working for the same goal
- Is often fun and creative
- Breaks the expected or established roles and games. Makes people change their position or perspective, even for a moment.
Feel free to use for any topic.
At Scan Agile we got the following list of reasons why not. Some advice between the lines.
- The value of retros is not perceived
- No experience of the benefit
- Actions are not done
- Experience of superficial retros
- Assumption that retros are “feeling stuff”, with no “real” benefit. People are not used to it
- Teams are (feel) unempowered
- Too many meetings even without retros
- Culture of conflict avoidance
- Fear of blaming
- Misunderstanding retrospectives
- Cost of delay is a good argument for actions
- Scrum does not resource retros explicitly
Some advice to use 2% to formal retros. 1% (hour/2 weeks) for iterations, 1% (1 day/quarter) to full product.
- lack of facilitation skill, person (with identity), role
- some people just don’t like to talk
- people have not learned to recognize their own feelings
- we don’t have the time
- boring, boring, boring (defense mechanism…)
- feelings are disconnected from the work context and identity
Technocrats may turn surprisingly talented in emotions. Just give them a thinking tool, a rational systems model, with which they can connect feelings with work. I have had success with Nonviolent Communication. Is frustration or anger a feeling? Significant? Is disappointment significant at work? Or joy of success?
The conclusion is, that we have not tried retrospectives, because we don’t have a positive experience. Kind of logical…
The advice would be to give it a try with good enough sponsoring and facilitation.
I use this opportunity to publish another list with the same theme… very similar findings.
Understanding why NOT retrospectives at the International Retrospective Facilitator Gathering UK 2007
Post-it’s by Ari (host), Eshter, Sandra, Sal, Gabby, Linda
- Poor facilitation
- Bad facilitator
- Only the strong get their thoughts come through
- Time zones / distributed team
- Chaotic retrospective
- We blame or action people not in the room
- No or poor facilitator
- Facilitator has favorites
- Everything is going well !
- Threatens illusions that reduce anxiety
- “they” are not doing their part (mgmnt team)
- no honesty
- too positive. Hard to be honest and burst bubble
- no-one tells what really happened
- everyone lies
- problmes are too big
- if we admit there’s a problem, we may have to d osomething about it
- not seeing your own part in the problem
- Im minority, so my contribution isn’t worth anything
- Team does not take it seriously
- (Fear of) losing control
- We just bring up the same old things
- Actions agreed upon does not come through
- Ae can’t do anything about it
- Uncover managemtn’s powerlessness
- Our action plans will be over-ruled by management anyway
- Culturally inappropriate (taiwan vs china)
- Too touchy feely
- It”s whacky stuff
- bringing personal issues to the job isn’t proefssional
- short term ebefit culture – ony this project matters
- you can’t express the benefit in hard numbers
- gap between management and team; no real knowledge nor/or understanding of significance
- power is elsewhere command & control
- no meeting rooms available
- developers can’t possibly understand what we (mgmnt) have to face
- it has not worked earlier
- sipmplistic retros that don’t uncover anything significant
- cultural differences (no common language?)
- I am leaving so I don’t care
- people feel powerless
- I’m not creative
- I have nothing to contribute
- I am ADD
- I have asberger syndrome
- I already have another forum (“Honest talk time at japan)
- Managers mistake system problems with individual problems
- retrospectives may discover unconventional solutions, which can’t be supported by management without their safety net. “What others did”
- 80% of problems are management problems… and they don’t want to deal with them…
- We’ll do it later
- Doing my real work is more important thatn going to meetings
- something more urgent came up
- we don’t have time!
- Takes too much time
- takes time away from real work
- Don’t want to look bad in front of..
- It disempowers me as a manager
- retrospectives may uncover bad (management) decisions
- fear of being blamed
- “what is my role” if they do decisions on their own.
- fear of criticism
- fear of conflict
- fear of admitting problems
- Im not comfortable expressing my feelings in a group
- we have to change. That’s scary.
Suddenly bumped to an old lover… reading Liker’s “Toyota Way”. On page 299 he quotes Edgar Schein’s definition of the organizational culture. This is heavy, please meditate carefully.
Organizational culture is the pattern of basic assumptions that a given group has invented, discovered or developed in learning to cope with its problems of external adaptation and internal integration, and that have worked well enough to be considered valid, and, therefore, to be taught to new members as the correct way to perceive, think, and feel in relation to those problems.
Originally in Edgar Schein, “Coming to a New Awareness of Organizational Culture” in Sloan Management Review 26 (winter 1984): 3-16. and in the book “Organizational Culture”.
I attended the 2 day conference by the Society of Organizational Learning in Finland a few days ago. (www.solconference.com) The arrangements were interactive with well over hundred participants and guests from France and Australia. The arrangements could easily handle even more participants.
Some things that left echoing in my mind…
SoL France has made a study of several succesfull big cultural transformations. One key finding I want to publish here: In all cases there was a close co-operation of internal and external consultant. In every case. I have experience of this and can wholeheartedly support the finding. And here the internal consultant means really a coach, not just a managing contact person. Full time for organizations over 1000 people. Please compare with the Scrum Master role in Agile SW tradition.
I have quite strong background in working with groups and individuals. Learning Organizations tradition seems to emphasize leadership actions and other things concerning the whole. For me the experience reminded of how leadership affects local phenomena. And the Learning Organization mainstream might benefit from remembering classical (unconscious) group phenomena, like dependency, group defenses etc.
Also A close study of Toyotas practical practises might bridge the gap from values and visions to everyday work and local interaction. Also Agile software development has very valuable experiences tho be shared with other fields.
Finally this proved again that a big conference can be made interactive, inviting into participation and resulting to great energy and feelings of connectedness.