Content By Tonianne DeMaria

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By: Tonianne DeMaria

Lean says: Manage flow. Your brain says: My work isn’t linear. My day is filled with interruptions, and so I don’t have the “luxury” of flow. What’s at play here: functional fixedness.

If there is one area where there’s not an obvious transfer of lean principles from manufacturing to knowledge work, it’s understanding how flow can in fact be achieved when work is creative and contextual rather than isolated and prefigured.

Tonianne DeMaria’s picture

By: Tonianne DeMaria

Lean says: Map the value stream. Your brain says: I’ve been doing this so long, it’s become second nature to me. The steps are right here—in my head.

What’s at play here:
• Illusion of transparency
• Curse of knowledge/information imbalance
• Status quo thinking
• Groupthink/false consensus effect
• Availability bias

Tonianne DeMaria’s picture

By: Tonianne DeMaria

While heading to a session at the most recent Lean Transformation Summit, I found myself confronted with signage that posed the following open-ended question: “All problem solvers must....”

Given how the work we do at Modus Cooperandi focuses largely on the nexus between lean for knowledge work, behavioral economics, neuroscience, and the teachings of W. Edwards Deming, one response in particular resonated:

Tonianne DeMaria’s picture

By: Tonianne DeMaria

“It is a common experience that a problem difficult at night is resolved in the morning after the committee of sleep has worked on it.”
—John Steinbeck

Tonianne DeMaria’s picture

By: Tonianne DeMaria

I recognize that the title of this column might stir up some controversy, especially among fellow coffee enthusiasts. Not to mention it puts me at risk of getting exiled from my beloved adopted home, Seattle. And yes, perhaps “Clarity > Coffee” even seems a tad hypocritical, considering that I’m writing this while enjoying a double shot at my local overpriced third-wave roastery. But I digress....