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 https://hbr.org/2004/05/learning-to-lead-at-toyota

  2. How Toyota turns Workers into Problem Solvers. https://www.dartmouth-hitchcock.org/dhmc-internet-upload/file_collection/WorkerProbSolvers.pdf

  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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