Growing a Learning Organization
summary
Argues that dojos — multiweek spaces where whole teams learn by building real features — beat one-off classes, with concrete practices: two-day sprints, pairing with internal coaches, and aiming for 50% capacity the first weeks so learning can happen. Points to surprises: 40 hours a year often buys no change, security rules can block teams from sharing code, and short experiments reveal systemic constraints. Shows teams shipping pipelines, tests, monitoring and API changes incrementally and measuring whether the changes actually reduce failure demand.
AI-written summary · about
chapters (18)
- 0:00Start
- 1:51WHAT IS NEEDED TO LEARN?
- 4:31A PROBLEM
- 5:19KNOWLEDGE TRANSFERS ARE INEFFECTIVE
- 6:14EXPERIENCE BASED
- 9:05MATURITY MODELS ARE WRONG
- 10:57A LEARNING ORGANIZATION NEEDS
- 11:48WHAT IS A DOJO?
- 12:40LEARNING IN CONTEXT
- 13:29THE DOJO VALUE STREAM Addressing the entire Value Stream
- 17:41COACHES HELP TEAMS TEAMS HELP TEAMS
- 19:35TEAM LEARNING CREATES ORGANIZATIONAL LEARNING
- 21:23LEARNING MAGNIFY CONSTRAINTS
- 22:54COACHING FOR LEARNING VS PROCESS
- 25:53START YOUR LEARNING
- 28:21DONT SKIMP ON COACHING
- 31:03A PARTING THOUGHT
- 32:35WHAT ARE YOUR QUESTIONS?
related talks
27mInstilling DevOps Ways of Working in Large Enterprise...
01h 02mAround Learning
52mThe Path to Knowledge — How to Build a Continuous Learning Culture
21mGrow-thrive-make a difference: Leading through uncertainty
36mBlue Grass in a Brown Field...
05mCultivating a Learning Culture: Unlocking the Power of Continuous Development
54mLean Enterprise
35mBuilding and Growing an Agile Team