Wikipedia phrases Definition of Done as follows:
Probably based on this I have lately been in discussions related to Coaching and DoD. The question that has been put on the table has been: what is the Definition of Done for coaching i.e when coaching is not anymore needed? I have been pretty confused about this and have been trying to think why this kind of angle seems to be very important to some people.
My conclusion is that when someone sees Lean-Agile transformation as a methods and process change this thinking also reflects to coaching. In general a process change has start and end stages. Then you apply the new process for a while and change it again (if there is seen a need). In this perspective I try to understand that this question might be natural to some people who think this way.
For me this is also clear indication that these people have not fully understood the change that Lean-Agile brings to the organizational mindset and culture. In reality the practices/process part is merely a tool that supports bigger, more fundamental change in organizations and especially how they are led. This is the key part that needs to be understood in its entirely before real change can happen. Agile is by nature empirical and has built-in the thinking of continuous improvement. How could continuous improvement have DoD?
Yet another viewpoint is traditional role thinking in large organizations. Usually process thinking implies that role descriptions are described in detail:
Top management must ensure the job responsibilities and authorities are clear defined and communicated to all level of people within the organization (ISO 9001)
Our organization has had a bit different approach into this. We have defined coaching based on the understanding in general agile and lean literature and put focus on the continuous communication and discussion, which is complemented with the nature of complex adaptive systems: you are not able to model it. Nor are you able to document what is a definitive role description for coaches.
To nail it: some people might see coaching as supporting activity during a process (Agile) change. This implies that Lean-Agile thinking has not yet fully reached these people. It is a warning sign to the organizations and to change this we have to apply more coaching.
Coaching is key asset and absolutely critical for modern R&D organizations to succeed on a long term. Coaching brings the values and thinking into the picture and helps organizations and people to overcome traditional process thinking. Many aspects of coaching touch the soft part of systems and organizations: how people interact and how could they continuously improve.
How it is in your organization?