 We call it the found-on-laund, but a positive retrospective we found in Japan. So I'm very curious about this, just for working for Japan or the cultures. Please let me know in your side, whether it works or not. So my name is Yasunobu Kawaguchi. I'm an agile coach in the Tokyo base. And I'm also the translator of several books like the user storm mapping, The Fearless Change by Linda Lizing and Joy Inc by Richard Cerrigan. And in the recent last month, we published the new books, The Great Scrum Master Japanese Edition. Yeah, it's also Zuzanna Shokova's book. And also, I'm an organizer of the Scrum Gallery. The conference is in Japan. We have the Tokyo conference and the other areas of the conference. We call Scrum Fest. And also, this is a kind of advertisement, but the next Scrum Gallery in Tokyo is located at a take place in January. We will have the onsite with online the people can, the speakers and attendees can choose the boss side. We try to have a hybrid conference next time. Please, looking forward to see you in Tokyo or online. By the way, the main topic is Scrum doesn't work in Asia. Do you hear this statement? Joshua in Korea, he was brought in 2014. Scrum doesn't work here in Asia. I mostly agree with his statement. But this conference in India, maybe it doesn't fit in India. India and Japan is a little different culture, I fear. Maybe it doesn't fit. Precisely, Scrum doesn't work in far East Asia. Joshua Sun said these kind of things. The one is everything in life should have the hierarchy in the far East Asian culture. And keep things in harmony with cooperation, the people in harmony. Different educational systems. First, outsourcing. The company's management loves outsourcing to the reducing cost. These three points pointed out hierarchy, harmony, education and outsourcing. Joshua Sun said. Maybe in some kind of Japanese companies, we call it Black Kido. It's the evil corporation. Their management has a very big hierarchy. And they love outsourcing to some development company. And the development company works like sleep, but they have harmony without money or something. But on the other hand, they're a good example. Also, you are known for their worldwide people. They're manufacturing. This is also the same thing. Sure. Like Toyota. Toyota has their big company, Toyota. So they have big hierarchy. Sure. And they have outsourcing company factories or some kind of machinery company outsourcing. Sure. And in the product line, in the factory, they work with the harmony. It's the same thing, but a good example for the lean manufacturing. I'm very curious about what's different in the same, in the under the same force, but the evil corporation and the lean manufacturing. I'm very curious for a long time. I got one to information about the lean manufacturing. He is Hitoshi Yamada-san, the guru of lean manufacturing. He's also known as the apprentice of, we are apprentice of Taichi Ono in Toyota. Taichi Ono is a father of the Toyota production system. He said, we need to create employees who feel joy of work. He's the master of the Toyota production system, but he said joy. I'm very moved about that. Joy, you know, I translated Joy Inc. He is the founder of the Menlo Innovations in Michigan, Michigan in the US. He met the extreme programming in 2001. And the data and thinking thing, idea thing in 2001 also, and they founded the new company, totally based on the extreme programming and data and thinking. And they called their company, it's based on the joy, the customer joy and the worker joy. Joy is a key factor for their company. Yeah, I'm very moved about that, joy. In the next part, Yamada-san also said, create employees who think and act on their own in the factory. This is lean thinking. This is very similar with self-organization in Scrum or Azure. Why? The lean thinking, lean manufacturing and Azure is very similar, because the lean is also the Toyota production system is their origin. And Scrum is the major source, is the new product development game article. This article, the report from about the Japanese manufacturing industry things. So the Azure things, Azure movement is, takes very big things from the manufacturing in Japan. So that they are similar. We can learn from the manufacturing industry in Japan, sure. So, but why Scrum doesn't work in Japan? So I hope to see more Azure in Japan. The things getting better for there. I hope to see more, more. So we need to practice it. We need practices that fit in the post. For example, a common problem in retrospective in Japan is kaizen, improvement. Sure, kaizen is good thing, improvement is good thing, but sometimes the manager need the improvements to the workers' slaves. This makes some negative impact, negative retrospective, negative for the retrospective feeling. Or the people tired, and the people feel boiling in the retrospective. Oh, we don't need anymore. And also too many action plants, most action plants are done. This is the major problem in Japan. After several years, I found this block, positive retrospective about them. Realizing also the real change to introduce this non-curse prime directive in this Azure Vancouver session. What is a non-curse prime directive in retrospective? Regardless of what we discover, we understand that truly believe that everyone did the best job they could. Everyone did the best job they could. We should believe that. Also, Jeff Patton said to gather this kind of information, please use this question, this situation, the role playing that you are co-worker coming here and asks, I know you on the project X, how was that? Each person responded with it was great because the good thing, it was great because this is key for the positive retrospective. Okay, I found this blog post. Okay, let's remember. Joey, self-organization, and passive. Maybe these three things is a big differentiator with the aviable cooperation and the lean manufacturing, I feel. Then we gather our Japanese Azure coaches and other areas of Azure coaches together in one place and make their new format of the positive retrospective in 2018. We called the fund deliver learn. After that, we changed it, fund down learn. This is a new format for the retrospective. Just use in your scrum or other format of the retrospective. Just ask the three questions. What have you done in your spring? In the spring? What made you found in the spring? What did you learn in the spring? Just read questions. And also not to say the answers loud, speak loud, just writing down in the index card and put on the wall in this kind of wall, fund down learn wall. Maybe sometimes people do not choose the one circle. This task is dead. I've done this task, but this is also fun. Okay, that is a good thing. Please put on the fund and down area. Also fund and learn. This is fun and very good learning for us, for me. And I've done and I've learned very big thing. If you think there's some kind of the task, a fact in here, please put on here. Maybe the super excellent task is a fund and done and learn. That's great. Also we found these are the facts. It's not the guests. And sometimes in retrospective, the action plan is just a guest or hypothesis, but we found the facts. We drive on in the conference, the coaches retreat, and we found this is the fact. The very big thing is the very important thing is to keep positive and gather the facts and then ideate the action plan or solution for the some kind of impedance. This separation is very important. Ask first, keep positive and gather facts. After this session, the fund and learn has spread out in Japan very fast, incredibly fast, just one or two weeks. And also we did the workshop in the conference. It's several times. It's spread out in Japan. So many people do that. Without our instruction, that is very important because this is very simple and people love to do this. Positive thinking. I'm very curious about that. In your culture in the worldwide, I would like to hear from you about what's going on in your culture on down now it's working or not. Please let us know. Hashtag online or please let me know in private. I would like to hear from you. This is my talk, Positivity Through Born in Japan. Does this work in other cultures? Thank you. Do you have a question about that? I cannot see the question. Thanks. It was like a very interesting session. Really enlightening. Anybody in the audience has any questions or would like to take stage and ask directly with the speaker. You're welcome now. There's a Q&A tab. If you look at it, there's a question from Shetty Gupta. Okay, I can see it. Okay, the first question. After the exercise, do you take actions? Yes. Mostly we will have very short brainstorming about how can we deal with the situations or some action plans. But this is naturally to happen in our teams. Not the physical situation and not the formal situation. We do not need that because the people talk about the kaizen. Japanese people love kaizen. So the people talk in their daily scrum or some other retrospective timing. How do you know if what is not working well? Okay, good question. Good question. This is a good coaching opportunity. Sometimes people hesitate to say they're not working well. We can gather this information in each daily scrum. After the final round session, there's some kind of break up talking about the impediments. Yeah, sure. Yeah. We're just focusing on the good thing what we did is very important. People always, usually, forgot what we can but too focusing on the what we cannot. But the scrum is some kind of stable base, the velocity, stable growth in the game and the agile have the same culture. The stable growth. The total production system is stable growth. Kaizen and kaizen and kaizen. So I would like to say just focusing on first just focusing on the good part. What did the team can do? Then try the next thing. Yeah. I think the difference is the soundproof retro board sorry, I do not have the but in scrum that we have the impediments with, you know, just one ball and put the impediments but some kind of problem in here and the solution to put the solution possibly to do in the same thing. Yeah. This is impediments inside the scrum. How this exercise more effective during what? Yeah, yeah, yeah. This is a very current thing but in our situation it works very well in the mural or middle it's online the whiteboard software it works very well. This is not not so much the change from the physical situation. Can we make improvement in the experience? We always talk about the next action in the back globe refinement meeting, you know or the next spring the spring planning in scrum and also put some kind of improvement in the definition of down things. This is very ordinary in scrum. Yeah, it's no no special thing in our situation. Yeah, you can see. Yeah. Okay, our time has come. Thank you so much for feedback and questions. Thank you so much. Yeah, thanks Yasunobu. Great talk and thanks to all the participants with very good questions.