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4. Managers Coach their Team for Capabilities 1 - 3 (The Research)

Integrated Work:

  • Product

  • Structure

  • Process

  • People

  1. Spear, S. J. (2004). Learning to Lead at Toyota. Harvard Business Review. Retrieved from

  2. How Toyota turns Workers into Problem Solvers.

  3. Spear, S. J. (2003). Building Process Improvement Capacity: Structuring Problem Solving as Skill-Building Exercises.Working Paper 02-006. February 2003.

  4. Rother, M. (2009). Toyota Kata: Managing People for Improvement, Adaptiveness and Superior Results. New York, NY: McGraw Hill Professional.

  5. Grove, A. S. (1996). High-Output Management. New York, NY: Vintage.

  6. Lemov, D., Woolway, E., & Yezzi, K. (2012). Practice Perfect: 42 Rules for Getting Better at Getting Better. Hoboken, NJ: John Wiley & Sons.

  7. Shook, J. (2008). Managing to Learn: Using the A3 Management Process to Solve Problems, Gain Agreement, Mentor and Lead. Lean Enterprise Institute.

  8. Sadun, R., Bloom, N., & Reenen, J. V. (2017). Why Do We Undervalue Competent Management. Harvard Business Review, (2017).

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