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Articles in this section address good sponsorship, coaching and communication to support the Rapid Learning Cycles framework.
Managers are often surprised to learn that I recommend that they stay away from their teams' Learning Cycle Events. But it's been my experience that some managers do more harm than good in these meetings.
They ask detailed questions that take the team off-track, they lack context on the information they're being presented, and push team members to make decisions before the information is there to make them. . .
As part of our effort to grow the Rapid Learning Cycles framework, we've begun spending more time at conferences and events focused on innovation.
One thread of these conversations never fails to irritate me. . .
Knowledge Gaps provide a unique coaching opportunity, because they form the basis for a team member's learning activities.
When mentors coach around Knowledge Gaps, they can model effective systematic problem-solving and critical thinking, encourage broad experiments that develop reusable knowledge, and support team members in reaching out to experts who may have seemed out of reach.
When teams adopt Rapid Learning Cycles and begin conducting Learning Cycle and Integration Events, they sometimes run into an unanticipated problem: team members are not accustomed to converting their data and information into knowledge, or making recommendations.
If managers have taken on too much of the responsibility for decision-making in the past, if they've tended towards micro-management or let their superior technical knowledge overpower junior team members, they may have created a culture...
The Lean Startup community believes that startups should work as quickly as possible towards a Minimum Viable Product that they can release onto the market. This MVP contains only the essential features needed to validate the idea with real customers. The startup team then rapidly evolves the product based upon the feedback and behavior of the MVP's first customers.
This model is perfectly suited for startups that provide software or services, especially apps that offer functionality, content and services for free or a very low cost. But the model doesn't translate directly for physical products...
When we take the time to give feedback, we'd like to know that the feedback made a difference. Yet if we give only positive feedback, then it's difficult for others to know how to improve.
Respectful, specific negative feedback is the best way to help someone else get better, but we often shy away from telling people what they have done wrong - for good reason...