Product transformations, cloud native, agile practices, design thinking - so many concepts to learn and apply. Many organizations struggle with making one practice stick or, even moreso, transforming their organization into a learning organization where experimentation is the norm. We know that in knowledge work, ideas cannot just be codified and transferred but rather need to be experienced. Courses are great but are challenging to bridge over into the constraints within an organization.

Enter the DevOps Dojo - an immersive environment where whole teams come together to learn and practice their skills while solving real business problems.

Joel Tosi and Dion Stewart say teams learn better in the immersive eco-system of Dojos than they do using traditional forms of training. They explain why and how Dojos help teams bond around product, foster rapid experimentation, and reframe small failures as learning.

In this session, we will frame the need for dojos. From there we will walk attendees through the dojo format, including things they need to think about when creating their own. We wrap up with simple calls to actions for people to take to bring learning forward.

Come to this session not only to learn about what works in creating a Dojo but also how Dojos help upskill your teams and support the cultural DevOps change.


Outline/Structure of the Tutorial

Introduction to learning models - why courses don't stick

In this section we talk about the problems facing organizations - the multitude of topics, the dependencies on topics and learning and how they affect each other (batch size& testing, pipelines and cloud, etc). We express the need for learning to be holistic - context of the whole value stream. From there we talk about why courses and codifiying knowledge of best practices in sharepoint / confluence isn't enough.

Introduction to the dojo format - why it works

In this section we explain how the dojo works and how it bonds teams around outcomes and learnings. We walk through how to choose teams and help organizations setup teams into helping teams establish their own learning goals and down into how to help teams learn while building and teach each other - ultimately leading to them leaving their dojo experience able to continue in a learning way and spreading ideas throughout their community. We also talk about how the dojo grows in terms of number of teams as well as offerings (product, tech, etc)

Section on -What happens organizationally with dojos

In this section we explain that teaching teams is one facet of the dojo (and a big one) but what happens is that all of the organizational friction gets amplified - things like access to information delays, silos, and access to environments / people. Dojos also expose organizational biases and learning constraints - i.e. we just have to execute, not think about why we are executing. We use this section to explain what we have seen with dojos, how this helps organizations, and ultimately why it is a good thing.

We wrap up with how to start your own dojo. In this section we talk about how to make sure you are getting the right teams, what to do if you can't build out a new space but still want to create a meaningful experience, and how to focus on coaches not just leads.

Learning Outcome

Ability to start your own dojo

Target Audience

Directors / Leadership / Execs in IT or business

Prerequisites for Attendees

An open mind



schedule Submitted 3 years ago

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