TOCICO Conference Template

TOCICO Conference Template

Part 1 of 3 What to Change? Fast! Part 2 of 3 What to Change to? Fast! Part 3 of 3 How to Cause the Change? Fast! TOCICO 2009 Conference TOCICO CONFERENCE 2009 Fast Thinking Process Tools Part 1: The CRT An overview for TOC Experts Presented By: James R. Holt Professor, Washington State University Date: June, 2009 2009 TOCICO. All rights reserved. Why not complete a full TP analysis during this class? 1 Disclaimer TOCICO 2009 Conference This material is prepared for TOC Experts. While lots can be learned by a TOC Novice, the material assumes a fairly solid understanding of the role of the Thinking Process Tools within the body of TOC knowledge. This material touches upon all the topics of the TOC Thinking Process but should not be considered a full course in the Thinking Process. The material is probably sufficient of a review for a TOC Expert prior to taking the TOCICO Thinking Process Exam. Novices are advised to perform several full, successful TP analyses prior to taking the TOCICO Thinking Process Exam. The material represents a part of my best understanding and does not attempt to eliminate other excellent approaches nor imply that these contents include all that should be known Keep Thinking!

Dr Holt 2 2009 TOCICO. All rights reserved. References: TOCICO 2009 Conference Credit goes to the Avraham Y. Goldratt Institute for formalizing the early Thinking Process and for giving it freely to academics world wide. And to all those who contributed to my knowledge gained in snippets from a multitude of sources. Goldratts Theory of Constraints: A Systems Approach to Continuous Improvement, H. William Dettmer, Quality Press, ISBN 0-973389-370-0, 1997. The Logical Thinking Process: A Systems Approach to Complex Problem Solving, H. William Dettmer, Quality Press, ISBN 978-0-87389-723-5, 2007. Thinking for a Change: Putting the TOC Thinking Processes to Use, Lisa J. Scheinkopf, St. Lucie Press, ISBN 1-57444-101-0, 1999. Its Not Luck, Eliyahu M. Goldratt, The North River Press, ISBN 0-88427-115-3, 1994. The Choice, Eliyahu M. Goldratt, The North River Press, ISBN 978-0-88427-189-5, 2008. Visual Thinking, James R. Holt & Richard A. Reid, Whoever will Print it, ISBN Soon, 2010. Washington State University, for supporting the fifteen-year long development of the Fast TP tools as part of EM 526 Constraints Management and EM 534 Contemporary Topics in Constraints Management http://www.engrmgt.wsu.edu/ TOCICO Thinking Process Exam http://www.tocico.org/i4a/pages/index.cfm?pageid=3316 3 2009 TOCICO. All rights reserved. CRT History Why its the TP So Hard? TOCICO 2009 Conference

In the Early days (1990), Trees were Positive Trees and Negative Trees. The CRT was a Negative one. The relationships were called: Effect-Cause-Effect. The existence of very entity we proposed as a Cause had to be confirmed using Predicted Effect. Effect confirming the existence of the common cause Effect Proposed Cause 4 2009 TOCICO. All rights reserved. Driving / Diving Down is Tough! TOCICO 2009 Conference Eli drove down four layers to get to the core Problem of the Sales Marketing Tree. It took so much energy that he created a two day seminar just to explain it. Effect Entity confirming the existence of the cause Proposed Cause That seminar formed the basis for ITS NOT LUCK

Entity confirming the existence of the cause Proposed Cause Entity confirming the existence of the cause Proposed Cause 5 2009 TOCICO. All rights reserved. Refined CRT Process TOCICO 2009 Conference By 1992 the full Thinking Process process was created and taught by the Avraham Y. Goldratt Institute. The first public documentation of the UDE approach was documented by Bill Dettmer in Goldratts Theory of Constraints: A System Approach to Continuous Improvement. This didnt do away with Effect-Cause-Effect, it just simplified it. After the CRT was formed, an inquiring mind could examine the CRT looking for conflicts and synthesize them into the Evaporating Cloud. Those who did this, learned a lot from the struggle. 6 2009 TOCICO. All rights reserved. The Communications Current Reality Tree TOCICO 2009 Conference UDE

Once a Current Reality Tree was created and a Core Problem selected, the CRT was studied to see the opposite sides of the cloud. By magic, a Core Conflict was created which justified the continued existence of the Core Problem. UDE UDE Entity Entity UDE Entity ? UDE ? UDE Entity UDE Entity Entity Entity

Entity UDE Entity Entity UDE Confusion UDE The Core Conflict is inserted to Create the Communications CRT. PreRequisite Assumption Assumption Need Assumption 7 2009 TOCICO. All rights reserved. Need Assumption Assumption Goal Still later, CRTs TOCICO 2009 Conference

About mid-1990s, the Three-Cloud approached emerged as a quicker way to get to the Core Problem (Core Conflict). Using several Evaporating Clouds on dispersed UDEs up front helps find a Core Conflict early and accelerates the CRT Process. Then, the CRT became more of a confirmation step to insure the correct core conflict had been discovered. The CRT is still a tool of discovery! 8 2009 TOCICO. All rights reserved. The Current State of the TOC Thinking Process TOCICO 2009 Conference The Three Cloud Approach has proven very helpful in speeding the CRT process. But, its not 100% perfect. There are times when the there is a Core Problem. The Three Cloud Approach can push you to PreConceived problems. Luckily, the Robust nature of the TPs alternating Necessary Based Logic and Sufficiency Based Logic (along with liberal use of the Categories of Legitimate Reservations) form a Self-Correcting Process. The difficulty in creating a full TP process still blocked implementations. How to do it EASIER, FASTER, and MORE CONFIDENT? 9 2009 TOCICO. All rights reserved. Obstacles to Thinking! TOCICO 2009 Conference Injection: Use the Thinking Processes (they are

EXCEPTIONAL!) But, those who know them and should be using them are often blocked because: The are hard to use They take a lot of time Obstacles The are mental anguish They expose our own weaknesses IO The Thinking Process can be used effectively within an hour. They point out what we dont know They can be too easily criticized (scrutinized) by even those who know much less than we know. We already have a solution; we dont need to think again. 10 2009 TOCICO. All rights reserved. Introducing the Fast TOC Tools TOCICO 2009 Conference 1. Clear UDEs 2. Three Cloud Approach 3. CRT Template 4. Key Injections 5. FRT Template 6. PRT Template 7. TRT for Implementing 11 2009 TOCICO. All rights reserved.

What is the Goal of the CRT? Why do it? What need does it fulfill? TOCICO 2009 Conference Creating a CRT Surfaces our intuition Often generates missing intuition Develops / strengthens our understanding Helps us find the Core Problem/Erroneous Assumptions Validates the Core Conflict Gains Buy-In/Cooperation on the problem needing to be solved (from those often far removed from the core) 12 2009 TOCICO. All rights reserved. Start with Good, Well Stated UDEs TOCICO 2009 Conference Every System has UDEs. Everyone in the system can expose a few UDEs. Some people can expose many. Any system can be found to be complex. Complex interwoven interactions contain just a few root causes. Everyone can connect some valid cause and effect. Everyone thinks. Everyone is good. So, How many UDEs do you need? 13 2009 TOCICO. All rights reserved. 42. We only need enough UDEs to validate the assumption/solution (in most cases). 40. TOC Experts know a lot about root assumptions and their solution in wide

variety of complex systems. TOCICO 2009 Conference 32. Systems are blocked by some assumptions about reality. 34. Solutions to exist 18. We are looking for a simple solution 16. Adding complexity does not make systems simpler 12. Complex systems have just a few root causes. 26. Everyone is good 30. A solution should have been found by now. 14. We need to find the few root causes 10. We have a complex system 14 26. Everyone can connect some cause and effect

2009 TOCICO. All rights reserved. 24. Every system has UDEs. 22. Everyone thinks. With Few UDES TOCICO 2009 Conference If only a few UDEs are selected, they must be well selected, and worded. UDEs are real Problems, Annoyances or Concerns. - Not Facts of Life (that must be later invalided) - Not Absence of a Solution (causing pre-conceived direction.) - Not Tautologies (they cause self-justification; sneaking errors into the analysis). - Clearly negative. - A Full sentence. - Not a Compound Sentence. - Diverse but within the selected subject domain. 15 2009 TOCICO. All rights reserved. From UDEs to the Three Cloud Approach TOCICO 2009 Conference The Three Cloud Approach seeks out the core conflict from three different viewssort of triangulation. The core conflict is then validated with the Current Reality Tree To start, we need three or more clouds drawn from the UDEs of concern.

Then, we can combine the three clouds through some creative manipulation of language into the core conflict. Lets look some UDEs from Project Management 16 2009 TOCICO. All rights reserved. Some Project Management UDEs TOCICO 2009 Conference There are too many expensive corrective actions Never enough time There are budget over-runs Our people are overworked There are fights about priorities between projects Necessary things (information, specifications, materials, etc.) are not available on time There is too much rework 17 2009 TOCICO. All rights reserved. Original due dates

are not met The Clients needs keep changing There are too many changes Too often resources are not available when needed Taken from: Draft manuscript of Project Management the TOC Way, by Eli Goldratt Select an UDE and Create an One UDE Cloud TOCICO 2009 Conference There are too many expensive corrective actions You may have to reword the UDE to further describe what you mean D. Take some expensive corrective actions (or trim the project content). 18 2009 TOCICO. All rights reserved. Build the First EC TOCICO 2009 Conference

Story line: It seems there is always trouble with the schedule. To catch up, we must take serious corrective action or cut out something. Assumption: Otherwise, we will miss due date D1. Take some expensive corrective actions (or trim the project content). B1. Bring the schedule back on track op Je A1. Do what we say we will do ? dy r a C1. Do not jeopardize the original commitment for content (stay in budget) 19 2009 TOCICO. All rights reserved. Je op ar

dy ? D1. Dont take expensive corrective actions (or trim the project content). Select Second UDE and Create another One UDE Cloud (from a slightly different area) TOCICO 2009 Conference The Clients needs keep changing You may have to reword the UDE to fit the Necessary Logic structure and describe what you mean D. Make changes as the client requests 20 2009 TOCICO. All rights reserved. Build the Second EC TOCICO 2009 Conference Story line: Just when things are going great, the client changes their mind. This raises havoc with the job and other jobs. Assumption:

Client demands the change B2. Honor our commitment to deliver what the client really needs D2. Make changes as the client requests A2. Deliver C2. Meet the original due date and budget commitments 21 2009 TOCICO. All rights reserved. D2. Dont make the changes Select another UDE and Create a Third One UDE Cloud TOCICO 2009 Conference There is too much rework Again, you may have to reword the UDE to further describe what you mean D. Do Rework 22

2009 TOCICO. All rights reserved. Build a Third EC TOCICO 2009 Conference Story line: We started the project as soon as possible (before specifications) to meet the tight schedule. And changes happen. Assumption: We could never meet the schedule otherwise B3. Take actions to secure meeting the intended content D3. Do Rework C3. Be within the original budget and time commitment D3. Dont do Rework A3. Meet all the demands 23 2009 TOCICO. All rights reserved. With the Three Clouds ... TOCICO 2009 Conference Now you have three independent conflict statements of the problem area. Make sure each cloud is well constructed according to

the basic guidelines. Each statement should represent the accepted situation (even though the logic contains some enormous intuition--causal assumptions--that you have learned to identify already) We Dont try to evaporate these clouds now. We are looking for the Core Conflict 24 2009 TOCICO. All rights reserved. Now we are ready to Triangulate TOCICO 2009 Conference B1. D1. A1. B2. D2. C2. D2. A2. C1. We want to dive down and find what really needs to be changed. Use the intuition we have to find more!

D1. B3. D3. C3. D3. A3. 25 2009 TOCICO. All rights reserved. This is the idea. TOCICO 2009 Conference B1. B2. D1. A1. D2. A2. C1. D1 B3. D3.

C3. D3 A3. D2 C2. 26 2009 TOCICO. All rights reserved. This is the idea. B3 . C3 . C2. B2. D3 D3 . D2 D2 . C1 A2. A3

. . A1 . B1 . D1 D1 TOCICO 2009 Conference CB. CD CC. CD CA. 27 2009 TOCICO. All rights reserved. How To Match them Up: TOCICO 2009 Conference Continue creating each Core Conflict entity from the three corresponding entities of the three clouds. B1. D1.

C1. D1 B2. D2. C2. D2 B3. D3. C3. D3 A1. CB. CD A2. CA. CC. CD A3. 28 2009 TOCICO. All rights reserved.

We cluster the concepts to arrive at the Core Conflict Entity TOCICO 2009 Conference Youll need some creative wordsmithing to create one statement out of many. B1. A2. A1. A3. D2. D1. B2. B3. D3. CB. CD CC. CD CA. C1. C3. D1

C2. D3 D2 29 2009 TOCICO. All rights reserved. Example: Project Management The Goal? TOCICO 2009 Conference A1. Meet Schedule and Budget Commitments A2. Meet Delivery and Budget Commitments A3. Meet Content and Budget Commitments Usually easy. AC is pretty straight forward in this example. Something more general in nature than the individual cloud goals. AC. Meet original commitments What is the overriding purpose of this area of focus? 30 2009 TOCICO. All rights reserved.

What is the Thing We are Forced to Do That We Dont Want to Do? TOCICO 2009 Conference D1. Take some expensive corrective actions (or trim the project content). AC. Meet original commitments D2. Make changes as the client requests D3. Do Rework 31 2009 TOCICO. All rights reserved. DC. Compensate for early misestimates or misconsiderations We are looking here for the BIG D UDE The Opposite, DC is Easier TOCICO 2009 Conference AC. Meet original commitments D1. Dont take expensive corrective actions (or trim the project

content). D2. Dont make the changes D3. Dont do Rework 32 2009 TOCICO. All rights reserved. DC. Compensate for early mis-estimates or mis-considerations DC. Dont Compensate for early mis-estimates or misconsiderations Finding Common BC TOCICO 2009 Conference B1. Bring the schedule back on track BC. Do whatever it takes to meet endangered commitment DC. Compensate for early mis-estimates or mis-considerations AC. Meet original B2. Honor our commitments

commitment to deliver what the client really needs DC. Dont Compensate for early mis-estimates or mis-considerations B3. Take actions to secure meeting the intended content 33 2009 TOCICO. All rights reserved. Achieving Common CC TOCICO 2009 Conference C1. Do not jeopardize the BC. Do whatever it original takes to meet commitment for endangered commitment content (stay in budget) C2. Meet the AC. Meet original original due date commitments and budget CC. Dont commitments C3. Be within

the original budget and time commitment Jeopardize any other commitment 34 2009 TOCICO. All rights reserved. DC. Compensate for early mis-estimates or mis-considerations DC. Dont Compensate for early mis-estimates or mis-considerations Finally, the Core Conflict Cloud C3 (This one is sometimes called a Generic Cloud, if it is the Generic Problem of a whole industry or system) TOCICO 2009 Conference BC. Do whatever it takes to meet endangered commitment AC. Meet original commitments CC. Dont Jeopardize any other commitment 35

2009 TOCICO. All rights reserved. DC. Compensate for early misestimates or misconsiderations DC. Dont Compensate for early misestimates or misconsiderations Here is another example from Team Management. TOCICO 2009 Conference Take the Core Conflict Cloud and Rotate it. A Have a Successful Team B Have a High Degree of Group Cooperation D Base Recognition on Team Performance C Encourage Individual Contribution Not NotDD Do Not

Base Base Recognitionon onIndividual Team Recognition Performance Performance The full Team Management CRT is at: http://www.vancouver.wsu.edu/fac/holt/em526/TeamCRT.gif 36 2009 TOCICO. All rights reserved. A Have a Successful Team C Encourage Individual Contribution B Have a High Degree of Group Cooperation Base Recognition on Individual Performance Not D D

Base Recognition on Team Performance Now its On end TOCICO 2009 Conference 2009 TOCICO. All rights reserved. 37 Turn the Arrows Around TOCICO 2009 Conference Base rewards on team performance Base Recognition on Individual Performance High degree of group cooperation Encourage individual contribution Have a Successful Team 38 2009 TOCICO. All rights reserved. Adjust the working to If .. Then

Logic TOCICO 2009 Conference There is pressure to Dont base base rewards on rewards on team individual performance performance There is pressure to Base rewards rewards on on base team performance performance team High degree of We need a high group degree of group cooperation cooperation Encourage We need individual contribution contributions

We want Havetoahave a SuccessfulTeam Team Successful 39 2009 TOCICO. All rights reserved. Add in at least one Assumption for each arrow (the one you want to break) TOCICO 2009 Conference Individuals dont really know how they will be measured. There is pressure to base rewards on team performance Individuals tend to perform in accordance with measurements Team tasks frequently change (and are often selfdetermined We need individual contributions We need a high degree of group cooperation Effective teams

have a high degree of synergy There is pressure to base rewards on individual performance We want to have a Successful Team 40 2009 TOCICO. All rights reserved. Individuals respond to individual rewards The teams work is mostly individual effort Notice the Key Words Added. TOCICO 2009 Conference They help you make your flip Confusion There is pressure to There is pressure to not (Assumption) (Assumption) We need

(Assumption) We need (Assumption) (Assumption) We want ... 41 2009 TOCICO. All rights reserved. Note the Mapping back to the Original Core Conflict Cloud TOCICO 2009 Conference Individuals dont really know how they will be measured. There is pressure to base rewards on team performance Individuals tend to perform in accordance with measurements Team tasks frequently change (and are often selfdetermined We need individual contributions We need a high

degree of group cooperation Effective teams have a high degree of synergy There is pressure to base rewards on individual performance We want to have a Successful Team 42 2009 TOCICO. All rights reserved. Individuals respond to individual rewards The teams work is mostly individual effort 164 Individuals will not believe their individual performance matters all that much to the organization. Extending Upwards is now Easy 162 Individual will 160 Individuals dont

really know how they will be measured. 145 There is pressure to base rewards on team performance 125 Individuals tend to perform in accordance with measurements 151 Team tasks frequently change (and are often selfdetermined 130 We need a high degree of group cooperation 110 Effective teams have a high degree of synergy 135 We need individual contributions 100 We want to have a Successful Team 43 2009 TOCICO. All rights reserved. TOCICO 2009

Conference look more towards individual success (local Optima) 150 There is pressure to base rewards on individual performance 140 Individuals respond to individual rewards 120 The teams work is mostly individual effort 164 Individuals will not believe their individual performance matters all that much to the organization. The Ice Cream Cone Shape 160 Individuals dont really know how they will be measured. 145 There is pressure to base rewards on team performance 125 Individuals tend

to perform in accordance with measurements 151 Team tasks frequently change (and are often selfdetermined 130 We need a high degree of group cooperation 110 Effective teams have a high degree of synergy 135 We need individual contributions 100 We want to have a Successful Team 44 2009 TOCICO. All rights reserved. 162 Individual will TOCICO 2009 Conference look more towards individual success (local Optima)

150 There is pressure to base rewards on individual performance 140 Individuals respond to individual rewards 120 The teams work is mostly individual effort The Revised Ice Cream Cone Base TOCICO 2009 Conference Region of Not D There is pressure to do D Region of Not D Conflict Confusion D D B C A

45 2009 TOCICO. All rights reserved. There is pressure to NOT do D The Cone Shape Then Leads to... TOCICO 2009 Conference NOT A NOT B NOT C NOT D NOT D D The addition to the Base divides the CRT quickly If you dont have D (Not D) then you cant expect to have B (Not B) If you dont have D (Not D), then you cant expect to have C (Not C) If you dont have B (Not B) nor C (Not C), you cant expect to achieve A (Not A) D B

C A 46 2009 TOCICO. All rights reserved. Regional Map of a CRT TOCICO 2009 Conference NOT A NOT B NOT C Using the Regional Map allows the CRT to Build up quickly Shows what is missing NOT D NOT D D D B C A 47 2009 TOCICO. All rights reserved. Allows a Thinking Process person to view the CRT and Scrutinize Quickly

Where Are Your UDEs? May have a region that needs to be checked out! Did you miss something? TOCICO 2009 Conference NOT A UDE UDE UDE NOT C UDE UDE NOT B UDE NOT D UDE UDE UDE NOT D UDE

UDE D D B C A 48 2009 TOCICO. All rights reserved. Being able to organize your UDEs by the Regional Map (similar to Black Boarding) simplifies and speeds up the CRT Creation Process. Dont Force the Regions TOCICO 2009 Conference NOT A UDE UDE UDE Dont put artificial UDEs in your Tree just because. UDE

NOT C UDE UDE UDE NOT B Check them out. UDE NOT D UDE UDE UDE NOT D UDE UDE D D B C A 49 2009 TOCICO. All rights reserved. Regions tend

to create feedback loops so look for them. The Process of Building the Fast CRT TOCICO 2009 Conference Not A B D C D UDE UDE UDE A Not C Not B UDE UDE UDE UDE UDE Not D

Not D D D B C A 50 2009 TOCICO. All rights reserved. Starting Groups and Connections TOCICO 2009 Conference B D Not A UDE UDE UDE UDE UDE A UDE C

D UDEUDE Not C Not B UDE UDE UDE UDE UDE Not D Not D D D B C A 51 2009 TOCICO. All rights reserved. Do some UDEs seem related? One follow the other?

Simple, Temporary Connections TOCICO 2009 Conference B D Not A UDE UDE UDE UDE A UDE C D UDE Not C Not B UDE UDE Not D Not D D

D B C A 52 2009 TOCICO. All rights reserved. Try to loosely link to D or D TOCICO 2009 Conference B D Not A UDE UDE UDE UDE A UDE C D UDE Not C Not B

UDE UDE Not D Not D D D B C A 53 2009 TOCICO. All rights reserved. Next, Rigorous Cause and Effect! TOCICO 2009 Conference B D Not A UDE UDE UDE UDE A

UDE C D UDE Not C Not B UDE UDE Not D Not D D D B C A 54 2009 TOCICO. All rights reserved. Scrutinize the Entire Tree Using the CLR TOCICO 2009 Conference B D

Not A UDE UDE UDE UDE A UDE C D UDE Not C Not B UDE UDE Not D Not D D D B C A 55

2009 TOCICO. All rights reserved. Scrutinize the Entire Tree Using the CLR TOCICO 2009 Conference B D UDE A UDE Not A UDE UDE C D UDE UDE Not C Not B UDE UDE Not D Not D

D D B C A 56 2009 TOCICO. All rights reserved. Scrutinize the Entire Tree Using the CLR TOCICO 2009 Conference B D UDE A UDE Not A UDE UDE C D UDE

UDE Not C Not B UDE UDE Not D Not D D D B C A 57 2009 TOCICO. All rights reserved. Scrutinize the Entire Tree Using the CLR TOCICO 2009 Conference B D UDE A UDE

Not A UDE UDE C D UDE UDE Not C Not B UDE UDE Not D Not D D D B C A 58 2009 TOCICO. All rights reserved. Scrutinize the Entire Tree Using the CLR TOCICO 2009 Conference

B D UDE A UDE Not A UDE UDE C D UDE UDE Not C Not B UDE UDE Not D Not D D D

B C A 59 2009 TOCICO. All rights reserved. Re-Evaluate UDEs TOCICO 2009 Conference B D UDE A UDE Not A UDE UDE UDE C D Not C Not B UDE Not D

Not D D D B C A 60 2009 TOCICO. All rights reserved. Look for More UDEs TOCICO 2009 Conference B UDE D A UDE Not A UDE UDE UDE C D

UDE Not C Not B UDE UDE Not D Not D D D B C A 61 2009 TOCICO. All rights reserved. Look for Feed Back Loops TOCICO 2009 Conference B UDE D A UDE

Not A UDE UDE UDE C D UDE Not C Not B UDE UDE Not D Not D D D B C A 62 2009 TOCICO. All rights reserved. Look for Policy, Measurement,

Behavior Issues (add them if they are not there) TOCICO 2009 Conference B UDE D A UDE Not A UDE UDE UDE C D UDE Not C BNot B UDE M P Not D UDE Not D

D D B 63 2009 TOCICO. All rights reserved. C A Positioning the Core Conflict TOCICO 2009 Conference Its possible the Core Conflict (the one you created) is not exactly right. But, dont fret, it is probably almost right. Often almost right is right enough. If it is not right enough, there are some quick fixes (Note: a Quick fix is one that you can do now when you see the problem. The Robust nature of the TOC Thinking Process will Self-Correct most errors as you go. Those are the Slow fixes that you will put in place. Dont worry! Be Happy! 64 2009 TOCICO. All rights reserved. What if the Core Conflict is Wrong? TOCICO 2009 Conference We may find the UDEs dont align with the Regions. UDE

NOT A UDE UDE UDE UDE UDE UDE NOT B NOT C UDE UDE UDE UDE NOT D UDE D UDE NOT D It could be we missed some UDEs. Or, we forced a generic

cloud that doesnt fit. D B It could be the Conflict needs adjustment. It could be there is still something to learn. C A 65 2009 TOCICO. All rights reserved. Which every, the top regions will generally remain the same. What the Core Conflict should do! TOCICO 2009 Conference UDE UDE UDE UDE UDE UDE UDE UDE

The Core Conflict Cloud will be at the base of the Current Reality Tree. It is like a funnel. The UDEs above tend to come from this core conflict. This V shaped influence zone should capture most of the UDEs of the area of concern if we did things right. AG CB CC CD CD UDE 66 2009 TOCICO. All rights reserved. What if there is an outlier or two? TOCICO 2009 Conference UDE UDE Depending upon which three UDEs we started with, we may find some UDEs that are not in the

funnel of the Core Conflict Cloud. UDE UDE UDE UDE UDE UDE UDE UDE UDE Its just common sense! Commons sense that there will be some outside the funnel. We didnt collect EVERY UDE in our sampling process. AG CB CC CD CD Dont Panic!

67 2009 TOCICO. All rights reserved. There are many Funnels that could be drawn here. Depends on the person TOCICO 2009 Conference UDE UDE UDE UDE UDE UDE If I had picked a different set, I might have click UDE UDE UDE UDE AG CB

CC CD CD UDE 68 2009 TOCICO. All rights reserved. There are many Funnels that could be drawn here. Depends on the person TOCICO 2009 Conference UDE UDE UDE UDE UDE UDE UDE UDE UDE UDE CC AG

CB Here we have a different set of outliers CD CD UDE 69 2009 TOCICO. All rights reserved. There are many Core Conflict Clouds for the same world. TOCICO 2009 Conference Then, what do I do? Answer. First, find your first cloud. See if it captures most of your UDEs. UDE UDE UDE UDE UDE UDE UDE

UDE CD CD UDE CA CB CC CC AG CD CD AG CB CB CC UDE CD CD UDE Examine the outliers, to see if they

are truly within the domain you want to attack at this time. If they are, then create One-UDE clouds with them and blend them into the Core Conflict. If they are not, you many want to just discard or ignore the UDEs (delay them until you have more stamina or ability to take on a larger world). Avoid too generic a cloud with Eliminate World Hunger. Work on the problem of the system (Not ALL systems). 70 2009 TOCICO. All rights reserved. What does a good CRT Look Like? TOCICO 2009 Conference Creating a CRT is usually pretty tough, even mentally painful. When you are in such pain, its hard to think of esthetics. But, it you can back away from the drudgery and start from the esthetics side, You will find you can build the CRT much easier. The CRT should look like lots of Ice Cream balls stacked on your Ice Cream Cone Base. 71 2009 TOCICO. All rights reserved. A CRT can take many shapes. TOCICO 2009 Conference UDE UDE UDE

UDE Symbol the logic twigs leading to the UDE leafs Symbol representing Core Conflict Cloud at base 72 2009 TOCICO. All rights reserved. Sometimes the C3 is Shifted to the Side TOCICO 2009 Conference Try to center your conflict by checking your starting three each One-UDE Clouds. Can you adjust a bit by using a different UDE to create the C3? (if you cant, dont worry too much). UDE UDE UDE UDE Looks like an Ice Cream Cone with the Ice Cream about to fall!

This often happens when you insert your bias (or pet solution) into the analysis when it doesnt fit. You biased your Core Conflict. 73 2009 TOCICO. All rights reserved. Some CRT Helps! TOCICO 2009 Conference What if your CRT doesnt look right? If you see a CRT that has the tilting Ice Cream Cone, you are seeing only one side of the Current Reality Tree. DO NOT DISCARD THE ORIGINAL CORE CONFLICT. Creating a second Core Conflict can help adjust the tree. Or, maybe just working some logical connections It will help bring the Core Conflict closer to the UDEs felt by the system. Use both clouds to examine the real core problem of the CRT 74 2009 TOCICO. All rights reserved. Split Tree TOCICO 2009 Conference This kind of CRT shouldnt exist either. UDE UDE UDE

UDE UDE UDE UDE Try to find interlinkages between the sides. 75 2009 TOCICO. All rights reserved. UDE Sometimes your Core Conflict is Feed the hungry vs. Dont feed the hungry. TOCICO 2009 Conference UDE UDE UDE UDE UDE UDE UDE PS. I have no problem with solving world hunger. But, dont go there unless you really are ready and have the energy, time and intuition to solve it. 76

2009 TOCICO. All rights reserved. UDE Try to make a Cut Line and come in closer TOCICO 2009 Conference UDE UDE UDE UDE UDE UDE UDE Try to get closer to the problems. Look at specifics versus generalities 77 2009 TOCICO. All rights reserved. UDE The One Sided Tree TOCICO 2009 Conference Represents either a biased view of the world or ignorance of the

other side. UDE UDE UDE UDE Examine the assumptions behind the Cloud on both sides. 78 2009 TOCICO. All rights reserved. CRT Bottom Line TOCICO 2009 Conference 1. Collect clear, un-complicated UDES (8->10). 2. Select three distant UDEs for Three Cloud Approach 3. Find the Core Conflict (be as specific as you can) 4. Fill in the Fast CRT Template. With Feed Back and Policy->Measures->Behaviors. 5. Adjust the Core Conflict if the Structure of the CRT is really bad. This can be done about as fast as you can write. 79 2009 TOCICO. All rights reserved. About James Holt TOCICO 2009 Conference Dr. James R. Holt, is a Clinical Professor of Engineering Management at

Washington State University focusing on the delivery of the best management technologies.. Dr. Holt has taught at the graduate level 18 years and has advised 85 engineering student theses and dissertations on a wide variety of topics. Dr. Holt is certified in the TOC Thinking Process, TOC Operations Management, TOC Project Management and TOC Holistic Strategy by the Theory of Constraints International Certification Organization and serves as Chairman of the Board, TOCICO (Theory of Constraints International Certification Organization). He is happily married to Suzanne for 38 years; they have five children and nine grandchildren. www.vancouver.wsu.edu/fac/holt/ [Color Photo of Presenter] 80 2009 TOCICO. All rights reserved.

Recently Viewed Presentations

  • Case Study Title

    Case Study Title

    The greatest enemy of effective communication is the illusion of it. Effective communication is vital, both inside and outside the cockpit. Be aware of barriers to communication and attempt to overcome them
  • City Council Work Session July 5, 2017 Background

    City Council Work Session July 5, 2017 Background

    Carlisle Street - Stafford to West Cranston Ct. Huntingdon Court. Huntingdon Drive - Huntingdon Ct. to Conflans. ... Glenmore & Shepherd Street. The following Neighborhood and Corridor Reconstruction projects include water and waste water replacements. Total estimated costs are $11.3...
  • Nursing Student Study Abroad for a Semester  Karen

    Nursing Student Study Abroad for a Semester Karen

    Population: 164, 223. Located on the River Waal. Has the only hills in Netherlands. Oldest city in Netherlands with old ruins dating back to 1000 AD during reign of Charlemagne
  • New Brunswick Boiler and Pressure Vessel Act and Regulations ...

    New Brunswick Boiler and Pressure Vessel Act and Regulations ...

    For the registration of "standard fittings" built to a standard ie ASME B16.5 (flanges) B 16.34 (valves) etc, proof of an acceptable quality system (certificate) and a Statutory Declaration is required for registration ... New Brunswick Boiler and Pressure Vessel...
  • Creation of an International Initiative for Climate Education

    Creation of an International Initiative for Climate Education

    Scoping workshop, Erice, Sicily, September 2017 Scope of the Office for Climate Education. Identify and produce resources for primary and secondary school teachers. Work with local partners to translate and adapt materials (localization)
  • Drugs by Class - University of Minnesota Duluth

    Drugs by Class - University of Minnesota Duluth

    2003-2004 Anticonvulsants Review * * Adrenocorticotropin (ACTH) Anterior pituitary hormone Anticonvulsant Stimulates synthesis and release of cortisol Carbamazepine Anticonvulsant Diazepam Sedative/hypnotic Anxiolytic Anticonvulsant Benzodiazepine Acts on GABAA receptor complex Ethosuximide Anticonvulsant Lorazepam Anxiolytic Anticonvulsant Benzodiazepine Acts on GABAA receptor complex...
  • Midwest Alliance to Improve Teacher Preparation: Creating a ...

    Midwest Alliance to Improve Teacher Preparation: Creating a ...

    Under this task, all RELs are encouraged to provide support to stakeholders related to disaggregating data for subgroups of students. RELs are encouraged to propose projects that are high-leverage and fit the needs of the region. Training. is similar to...
  • Sounding Rocket Structural Loads - rsandt.com

    Sounding Rocket Structural Loads - rsandt.com

    Sounding Rocket Structural Loads ... Fin Loading Estimate loading normal to the plane of a fin with strip theory Local angle of attack of a strip of fin (with body upwash) is A Statistics Mini-Tutorial Cause & Effect When an...