Improve Kanban Collaboratively, Evolve Kanban Experimentally A Kanban team needs to build a self-diagnostics, self-learning, and self-improvement culture based on true collaboration and openminded experimentation. Addressing impediments for a Kanban team is not an exceptional state of work. Kanban doesn't treat errors as ill exceptions that shouldn't have happened in the fi rst place. Errors are accepted part of daily practice to contribute to the continuous learning and improvement journey of your Kanban organization and your overall enterprise. A Kanban team multiplies the effects of these solutions for the problems it solves, by making them transparent, available, and easily accessible within the entire Kanban organization. Instead of finger-pointing, accusing, and humiliating the ones who create problems, a Kanban team values actions to make impediments visib-
le. Team members encourage organizational learnings from errors and inefficiencies, so everyone in the Kanban company can also discover and benefit from these obstacles, resolutions, and knowhow. When members of a Kanban company feel safe about providing particulars about their errors, they willingly go the extra distance and spend a lot of drive to make sure that a comparable problem will not occur again in their work center and other work centers of their value stream. If engineers are penalized or even if they perceive that they are penalized when they make mistakes, then they will be worried about making mistakes. The end effect will be: 1. They perform less activity to make fewer mistakes. 2. They are not open about their work, difficulties, and results. 3. They are not incentivized to transform resolutions of difficulties into organizational learning. 4. It is guaranteed that the identical or related problem will repeatedly occur because
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