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Managing Complexity
TOC provides a set of holistic processes and rules that simplifies the
complexity of improving and managing complex organizations through
focusing on the few constraining points and establishing the necessary
and sufficient conditions to achieve continuous improvement in the
performance of the system as a whole
According to TOC, a complex system (characterized by a high number of
relationships) has only a few significant elements that can affect the
whole system; Goldratt (2004) calls this inherent simplicity
Goldratt introduced Thinking Process in his book Its not Luck, which
is basically a suite of tools that enable people to develop unique
solutions to complex problems in order to achieve continuous
improvement
The Thinking Process has emerged as a useful tool as TOC practitioners
worked with organizations that needed to identify their core constraints
and how to manage or elevate them
Goldratts Thinking
Processes
Evaporating Cloud
What to
change?
conflict resolution
Negative Branch
What to
change it
into?
Prerequisite Tree
reaching an ambitious target
Transition Tree
fail-safe action planning
How to
cause the
change?
Goldratts Thinking
Processes
Evaporating Cloud
What to
change?
conflict resolution
Negative Branch
What to
change it
into?
Prerequisite Tree
reaching an ambitious target
Transition Tree
fail-safe action planning
How to
cause the
change?
Undesirable Effects
To identify the constraint, physical evidence (such as
inventory) might always not be present
One must look for negative events:
Objectives of CRT
Provide the basis for understanding complex systems
CRT Process
The major steps to building the Current Reality Tree
are:
Determine the scope
Identify the Undesirable Effects (UDEs)
Ask why the effect happens- find the underlying cause
Treat the cause as an effect and try to find its cause
Keep on asking why to dig deeper root causes
There maybe multiple causes for an effectconsolidate the common causes
Identify the core causes
VF Corporation:
Global apparel
giant
Grey shaded areas:
undesirable effects
Bold borders: root
causes
Goldratts Thinking
Processes
Evaporating Cloud
What to
change?
conflict resolution
Negative Branch
What to
change it
into?
Prerequisite Tree
reaching an ambitious target
Transition Tree
fail-safe action planning
How to
cause the
change?
Goldratts Thinking
Processes
Evaporating Cloud
What to
change?
conflict resolution
Negative Branch
What to
change it
into?
Prerequisite Tree
reaching an ambitious target
Transition Tree
fail-safe action planning
How to
cause the
change?
Identify
conflict
the
core
Develop
a
breakthrough
idea
(referred to as an
"injection") that will
resolve the conflict
This is accomplished
using a tool known as
the
"Evaporating
Cloud"
Conflict Types
Interorganizatio
nal
Intraorganizatio
nal
Interdepartmen
tal
Intradepartmen
tal
Inter-group
Intra-group
Interpersonal
Intrapersonal
Conflict Management
Styles/Models
Concern for self (Assertiveness)
LOW
HIGH
Obliging (Lose/Win)
Compromising
(Partial Win/Win)
Dominating
(Win/Lose)
Avoiding (Lose/Lose)
LO
W
Collaborating
(Win/Win)
HI
G
H
Identify and
display all
elements of
conflict
Identify
underlying
assumptions that
cause conflict
Negotiating on interests
Develop solutions
that invalidate
assumptions
NEED/REQUIREM
ENT
Caus
e
Effec
t
OPPOSING
ACTION/WANT
Common
Objective
Ca
us
e
Eff
e
ct
Conflic
t
My side
NEED/REQUIREM
ENT that is
satisfied by
<action>
Caus
e
Effe
ct
ACTION /WANT :
I feel pressure to
do <action> to
solve the
problem
Step 2 Communicate
the cloud
In order for < objective to be satisfied>, the <need
has to be satisfied>. In order for <the need to be
satisfied> the <action must be done>
Repeat for lower branch of cloud
Communicate the conflict arrow :
THANK YOU!!