Managing to Learn
Using the A3 Management Process to Solve Problems, Gain Agreement, Mentor and Lead
By John Shook
About the book
Toyota veteran John Shook explains A3 thinking, the problem-solving process at the core of lean management and leadership. Framed as a conversation between a manager and his boss, it shows how managers and executives can frame a problem and act on it, and Shook links the approach to the way Toyota develops talent. It was published in 2008.
Lofelt co-founder Daniel Buttner recalled its story of a Japanese supervisor who guides a junior colleague through a complex problem without directing his actions, told from the student's and the mentor's view at once.
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This book has 1 recommendation
Daniel Buttner (CEO & Co-Founder/Lofelt)
One of the books, Managing to Learn: Using the A3 Management Process to Solve Problems, Gain Agreement and Lead, contained a story of a Japanese supervisor / mentor and how he was guiding his junior colleague in his thought process to solve a complex problem without ever dictating his actions. The story was told from the student and the mentor’s perspective simultaneously - so you could perceive the story from both angles. During that period, I learned a lot about the importance of determining a root cause to a problem before jumping to a conclusion.
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