Structuring the Development of People

I have written before about the importance of the structure and physical space in driving the development of right behaviors in an organization.  On my last trip to Japan, I was again stuck by the way the japanese use physical space and organizational structure to shape the growth and development of their people.  I think examples of their approach to development can be seen in the landscaping techniques they employ.  The japanese use physical items such as bamboo, rope, etc. to guide the development and growth of plants.  In addition, they tend to contour many of the plants to be an extension of the concrete or other permanent structures around them.​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​

If  you look closely, you will notice that there is a surprising amount of shaping and care that goes into getting each shrub to be uniform in appearance.  You may also notice that they have created a bamboo structure that guides the development and provides the skeleton upon which they are shaping the growth of the shrubs.  Not only am I struck by the care and precision of the use of the bamboo and the twine, but  instead of attaching it directly with twine, they use a padding to protect the shrub from any harsh outcomes that may be experienced from attaching it to the bamboo.

I think this care taken for the plant and its development is a good metaphor for the the way the japanese approach the development of people.  First, they are keenly aware of the use of space and structure in guiding the development of people.  The use of an A3 operates must like the bamboo structure as a tool for coaching and mentoring.  Second, when it comes structuring work, they are obsessive about details and demonstrate a high level of respect for each person (like the care taken with each plant).  This respect shows itself most prominently in two other ways.

First, the japanese not only use visuals to demonstrate abnormal from normal for processes, but they also use visuals as a sign of respect by openly communicating status to everyone and eliminating potential confusion.  Secondly, safety and ergonomic issues are their biggest concern in both daily work and process improvements.  As with the approach to shaping and developing each plant under their care, the japanese use organizational structure and management tools to create an environment of challenge and respect for people.

Creating Space for Change

Welcome to the Grand Cafe in Oxford, England.  The Grand Cafe was one of the first coffee houses to open in England in 1650.  With the replacement of alcohol as the daytime drink of choice, the English coffee house blossomed into a locus of learning and was crucial to the development and the spread of “The Enlightenment.”  The open layout and informal atmosphere of the 17th century coffee house gave rise to “penny universities” where virtuosi from different backgrounds and specialities came together and “conducted research” without the formality of the university setting.  “The coffeehouse was a place for like-minded scholars to congregate to read, as well as learn from and to debate with each other…” (Bryan Cowan).  Many of the innovations that developed during this period in world history have a coffee house somewhere in their story.

Like the english coffee house, the use of space in organizations can play a critical role in creating a environment which facilitates daily process innovation.  From the layout of the physical work area to the design of systems which expose problems in real time, leaders would be wise to pay attention to the flow of work, people and information when establishing expectations for rapid change.

When designing your space, let the flow of work drive the location of people and materials.  Seek to open up the space and make it easier for everyone to see the entire process at a glance as well as communicate in real time without physical barriers.  Create opportunities for people to “bump” into each other throughout the day and have spontaneous interactions.  Design collaboration zones in close proximity to the work where teams have the room and the raw materials to experiment with new solutions to daily process problems.

Above all, demand more from your work area than just a place to house computers and cubicles.  There is a magic dynamic which occurs when people are able to connect with their process and engage with other in collaborative activities.  The more successful you are at using space to help drive these behaviors, the more surprised you will be at the rate and impact of the changes that will result.