
The Logical Thinking Process
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Content
- Cover
- Title page
- Copyright
- Table of Contents
- List of Illustrations
- Preface
- Acknowledgments
- Introduction
- Part I The Destination
- 1 Introduction to the Theory of Constraints
- SYSTEMS AND "PROFOUND KNOWLEDGE"
- THE SYSTEM'S GOAL
- THE MANAGER'S ROLE
- Who Is a Manager?
- What Is the Goal?
- Goal, Critical Success Factor, or Necessary Condition?
- THE CONCEPT OF SYSTEM CONSTRAINTS
- Systems as Chains
- The "Weakest Link"
- Constraints and Non-constraints
- A Production Example
- RELATION OF CONSTRAINTSTO QUALITY IMPROVEMENT
- CHANGE AND THE THEORY OF CONSTRAINTS
- TOC PRINCIPLES
- Systems as Chains
- Local vs. System Optima
- Cause and Effect
- Undesirable Effects and Critical Root Causes
- Solution Deterioration
- Physical vs. Policy Constraints
- Ideas Are Not Solutions
- THE FIVE FOCUSING STEPS OF TOC
- 1. Identify the System Constraint
- 2. Decide How to Exploit the Constraint
- 3. Subordinate Everything Else
- 4. Elevate the Constraint
- 5. Go Back to Step 1, But Beware of "Inertia"
- THROUGHPUT, INVENTORY, AND OPERATING EXPENSE
- Throughput (T)
- Inventory/Investment (I)
- Operating Expense (OE)
- Which Is Most Important: T, I, or OE?
- T, I, and OE: An Example
- T, I, and OE in Not-for-Profit Organizations
- Universal Measures of Value
- Passive Inventory
- Active Inventory (Investment)
- Managing T Through Undesirable Effects
- THE TOC PARADIGM
- Applications and Tools
- Drum-Buffer-Rope
- Critical Chain Project Management
- Replenishment and Distribution
- Throughput Accounting
- The Logical Thinking Process
- THE INTERMEDIATE OBJECTIVES MAP
- THE CURRENT REALITY TREE
- THE EVAPORATING CLOUD:A CONFLICT RESOLUTION DIAGRAM
- THE FUTURE REALITY TREE
- THE PREREQUISITE TREE
- THE TRANSITION TREE
- THE CATEGORIES OF LEGITIMATE RESERVATION
- THE LOGICAL TOOLS AS ACOMPLETE "THINKING PROCESS"
- Figure 1.19 The six logical tools as an integrated thinking process
- 2 Categories of Legitimate Reservation
- DEFINITION
- PURPOSE
- ASSUMPTIONS
- HOW TO USE THIS CHAPTER
- DESCRIPTION OF THE CATEGORIESOF LEGITIMATE RESERVATION
- 1. Clarity
- Why Clarity Comes First
- What Clarity Means
- 2. Entity Existence
- Completeness
- Structure
- Validity
- 3. Causality Existence
- 4. Cause Insufficiency
- The Ellipse
- Relative Magnitude of Dependent Causes
- How Many Arrows?
- The Concept of "Oxygen"
- 5. A dditional Cause
- Magnitude
- Test
- A Unique Variation of Additional Cause
- COMPLEX CAUSALITY
- What Is It?
- Cause Sufficiency
- Conceptual "AND"
- Additional Cause
- Magnitudinal "AND"
- Exclusive "OR"
- Symbols
- 6. Cause-Effect Reversal
- The "Fishing Is Good" Example
- The Statistical Example
- The Medical Example
- Test
- 7. Predicted Effect Existence
- Conflict or Differences in Magnitude?
- Tangible or Intangible?
- Verbalizing Predicted Effect Existence
- 8. Tautology (Circular Logic)
- Baseball Example
- Vampire Example
- Test
- USING THE CLR IN A GROUP
- CLR Known by All
- CLR Known Only by the Tree Builder
- SUFFICIENCY-BASED VS. NECESSITY-BASED LOGIC TREES
- SYMBOLS AND LOGIC TREE CONVENTIONS
- Three Reasons to Standardize
- Credibility
- Ergonomics
- Miscommunication of Logic
- A Standard Symbol Set
- A Standard Convention for Logical Connections
- SUMMARY
- Figure 2.36 Categories of legitimate reservation: self-scrutiny checklist
- 3 Intermediate Objectives Map
- INTRODUCTION
- DEFINITION
- PURPOSE
- ASSUMPTIONS
- HOW TO USE THIS CHAPTER
- SYSTEM BOUNDARIES, SPAN OFCONTROL, AND SPHERE OF INFLUENCE
- Span of Control
- Sphere of Influence
- The External Environment
- Control vs. Influence
- DOING THE RIGHT THINGS vs. DOING THINGS RIGHT
- The Goal
- Who Sets the Goal?
- Critical Success Factors and Necessary Conditions
- DESCRIPTION OF THE INTERMEDIATE OBJECTIVES (IO) MAP
- Strategic Application
- A Hierarchy of Systems
- IO Maps Are Unique
- Characteristics of the IO Map
- Examples of Strategic Intermediate Objectives Maps
- Process-Level IO Map
- System-Level IO Map
- HOW TO CONSTRUCT AN INTERMEDIATE OBJECTIVES (IO) MAP
- 1. Define the System
- 2. Determine the System Goal
- 3. Determine the Critical Success Factors
- 4. Determine Key Necessary Conditions
- 5. Arrange the IO Map Components
- 6. Connect the Goal, Critical Success Factors, and Necessary Conditions
- 7. Verify the Connections
- The "10,000-Foot Test"
- 8. Enlist Outside Scrutiny of the Entire IO Map
- Figure 3.14 Procedures for constructing an Intermediate Objectives (IO) Map - abbreviatedchecklist
- SUMMARY AND CONCLUSION
- Figure 3.15 Example: a real-world IO Map
- Part II Gap Analysis and Correction
- 4 Current Reality Tree
- DEFINITION
- PURPOSE
- ASSUMPTIONS
- HOW TO USE THIS CHAPTER
- DESCRIPTION OF THE CURRENT REALITY TREE
- A Single Tool or Part of a Set
- Span of Control and Sphere of Influence
- Correlation vs. Cause and Effect
- Predicting Rain in Siberia: A Simple Example of Correlation
- Fibromyalgia and Myofascial Pain: A Complex Real-World Example
- Undesirable Effects
- Undesirable by What Standard?
- How to Identify and Check for Undesirability
- Existence in Reality
- Why the Emphasis on UDEs?
- Root Causes
- Core Problems and Root Causes
- The "70 Percent" Criterion
- Inability to Act on a Core Problem
- A Solution to the Core Problem Conundrum
- Critical Root Cause: A Definition
- Main Body of the CRT
- Archetypical CRTs
- Depicting a Current Reality Tree
- Entities
- Entities i n a Current Reality Tree
- Arrows
- Underlying Assumptions
- Ellipses, Magnitudinal ANDs, and Exclusive ORs
- Ellipses
- Magnitudinal AND
- Exclusive ORs
- Variations on a Theme
- Numbering Entities in a Tree
- THE MOST COMMON LOGICAL ERRORSIN A SUFFICIENCY TREE
- Clarity in the Arrow
- Don't Induce Confusion
- Don't Miss Opportunities to Break the Chain of Cause and Effect
- Cause Insufficiency
- The Concept of "Oxygen" Revisited
- Entity Existence
- READING A CURRENT REALITY TREE
- NEGATIVE REINFORCING LOOPS
- Reading a Negative Reinforcing Loop
- HOW TO CONSTRUCT A CURRENT REALITY TREE
- Gather Materials
- 1. Define the System to be Modeled
- 2. Determine the Undesirable Effects
- Compare Reality with Benchmarks of System Success
- Create a Starting Matrix
- 3. Determine the First Two Levels of Causality
- Transfer UDEs and Causes to Post-it Notes
- 4. Begin the Current Reality Tree
- 5. Improve the Logic of the Initial Clusters
- 6. Identify Possible Additional Causes
- Two Criteria for Additional Causes
- 7. Look for Lateral Connections
- 8. Build the Cause-and-Effect Chains Downward
- 9. Scrutinize the Entire Current Reality Tree
- 10. Decide Which Root Causes to Attack
- SCRUTINIZING THE CURRENT REALITY TREE
- The Categories of Legitimate Reservation
- Techniques for "Shortstopping" Logical Challenges
- When "All" or "None" Are Not Acceptable
- Inclusive and Exclusive
- Qualifying Words
- Too Many Arrows?
- Simple Logical Aid #1: Means, Method, and Motivation
- Simple Logical Aid #2: The Syllogism
- USING THE CRT WITH OTHER PARTS OF THE THINKING PROCESS
- The Current Reality Tree and the Evaporating Cloud
- The Current Reality Tree and the Future Reality Tree
- SUMMARY
- Figure 4.45 Procedures for constructing a Current Reality Tree (CRT) - abbreviated checklist
- Figure 4.46 Current Reality Tree: Fordyce Corporation
- 5 Evaporating Cloud
- DEFINITION
- PURPOSE
- ASSUMPTIONS
- HOW TO USE THIS CHAPTER
- DESCRIPTION OF THE EVAPORATING CLOUD
- The Nature of Conflict
- Conflict Is Not Always Obvious
- Two Types of Conflict
- Opposite Conditions
- Different Alternatives
- Compromise, "Win-Lose" or "Win-Win"?
- Compromise
- "Win-Lose"
- "Win-Win"
- An Indication of Hidden Conflict
- "Breakthrough" Solutions
- Elements of the Evaporating Cloud
- Symbology
- Objective
- Requirements
- Prerequisites
- How the Evaporating Cloud Relates to the Current Reality Tree
- Why Do Root Causes of Undesirable Effects Exist?
- Policies and Constraints
- Policy Constraints: A Source of Conflict
- Conflict is Usually Embedded in the CRT
- Assumptions
- Invalid Assumptions
- Some Assumptions Can Be Invalidated
- "Win-Win" vs. "Win-Lose"
- Five Potential "Break Points"
- Invalid Assumptions: An Example
- Injections: The Role of Invalid Assumptions
- How Are Injections Related to Assumptions?
- Injections: Actions or Conditions?
- "Silver Bullets"
- Creating "Breakthrough" Ideas to Resolve Conflict
- All Arrows Are Fair Game
- Is the Idea Feasible?
- Reading an Evaporating Cloud
- Verbalizing Assumptions
- WHAT TO REMEMBER ABOUT EVAPORATING CLOUDS
- HOW TO CONSTRUCT AN EVAPORATING CLOUD
- A Nine-Step Path to Conflict Resolution
- 1. Construct a Blank Evaporating Cloud
- 2. Articulate the Conflicting "Wants" of Each Side
- 3. Determine the "Needs" of Each Side
- The "Easy Way" to Articulate Requirements
- 4. Formulate the Objective
- Why Use an Intermediate Objectives Map?
- 5. Evaluate the Whole Relationship
- 6. Develop Underlying Assumptions
- Extreme Wording
- 7. Evaluate Assumptions
- 8. Create Injections
- 9. Select the Best Injection(s)
- SCRUTINIZING AN EVAPORATING CLOUD
- Reflection of Current Reality
- Perception
- Figure 5.32 Procedures for constructing an Evaporating Cloud (EC) - abbreviated checklist
- Figure 5.33 Evaporating Cloud (EC): master blank form.
- Figure 5.34 Evaporating Cloud: Wurtzburg Corporation
- SUMMARY
- 6 Future Reality Tree
- DEFINITION
- PURPOSE
- ASSUMPTIONS
- HOW TO USE THIS CHAPTER
- DESCRIPTION OF THE FUTURE REALITY TREE
- A Real-World Example
- A Framework for Change
- Negative Branches
- The Positive Reinforcing Loop
- Future Reality Tree Symbology
- Injections
- Injections: Actions or Conditions?
- The Risk of Actions as Injections
- Build Upward, from Injections to Desired Effects
- Example: Building a House
- Multiple Injections: The "Silver Bullet" Fallacy
- Where Injections Come From
- The Future Reality Tree and Other Thinking Process Trees
- The Future Reality Tree and the Current Reality Tree
- The Logical Structure of Reality, Current and Future
- The Future Reality Tree and the Evaporating Cloud
- The Future Reality Tree and the Prerequisite Tree
- The Future Reality Tree as a "Safety Net"
- Negative Branches
- Using the Negative Branch as a "Stand-Alone"
- Added Realities
- Assumptions
- "Trimming" Negative Branches
- When to Raise Negative Branch Reservations
- Positive Reinforcing Loops
- Strategic Planning with a Future Reality Tree
- HOW TO CONSTRUCT A FUTURE REALITY TREE
- 1. Gather Necessary Information and Materials
- 2. Formulate Desired Effects
- Positive, Not Neutral
- Use Present Tense
- Lay Out Desired Effects
- 3. Add Injection(s) and Evaporating Cloud Requirements
- Where Do We Find Injections?
- Injections at the Bottom
- 4. Fill in the Gaps
- Build Upward
- Continue Building from the Expected Effect
- 5. Build In Positive Reinforcing Loops
- 6. Look for Negative Branches
- 7. Develop Negative Branches
- 8. Trim Negative Branches
- 9. Incorporate the "Branch-Trimming" Injection into the FRT
- 10. Scrutinize the Entire FRT
- SCRUTINIZING A FUTURE REALITY TREE
- Existence Reservations
- Additional Cause
- Scrutinizing Injections
- "Oxygen"
- SUMMARY
- Figure 6.27 Procedures for constructing a Future Reality Tree
- Figure 6.28 Using the negative branch (NB) as a stand-alone tool
- Figure 6.29 Future Reality Tree: Fordyce Corporation
- Part III Executing Change
- 7 Prerequisite and Transition Trees
- A CONSOLIDATION OF TWO TREES
- DEFINITION
- PURPOSE
- ASSUMPTIONS
- HOW TO USE THIS CHAPTER
- DESCRIPTION OF THE PREREQUISITE TREE
- Necessity vs. Sufficiency
- Depicting a Prerequisite Tree
- The Objective
- Intermediate Objectives
- Different Alternatives
- Not Always a One-to-One Relationship
- Obstacles
- Overcome, Not Obliterate
- Enlist Assistance to Identify Obstacles
- A Single Tool or Part of a Set
- Intermediate Objectives: Actions or Conditions?
- Obstacles: Always Conditions
- Sequence Dependency
- Parallelism
- Reading a Prerequisite Tree
- Top to Bottom
- Bottom to Top
- BUILDING A PREREQUISITE TREE
- 1. Determine the Objective
- 2. Identify All Intermediate Objectives
- 3. Surface All Possible Obstacles
- 4. Organize the Intermediate Objectives and Obstacles
- 5. Sequence the Intermediate Objectives Within Each Branch
- 6. Connect the Intermediate Objectives
- 7. Overcome the Obstacles
- 8. Integrate the Branches
- 9. Connect the Main Body of the Tree to the Objective
- 10. Scrutinize the Entire Tree
- SCRUTINIZING A PREREQUISITE TREE
- Entity Existence
- Cause Sufficiency
- Additional Cause
- The IO-Obstacle Validity Test
- THE TRANSITION TREE
- A Little History
- Prerequisite Tree and Transition Tree: Original Concept
- Transition Tree Structure
- The Five-Element Transition Tree
- IN SEARCH OF ROBUST EXECUTION
- Managing Change as a Project
- Critical Chain Project Management
- What Critical Chain Project Management Does
- What Critical Chain Project Management Requires
- A Three-Phase Change Management Framework
- SUMMARY
- Figure 7.31 Procedures for constructing a Prerequisite Tree
- Figure 7.32 Prerequisite Tree self-scrutiny checklist
- Figure 7.33 Prerequisite Tree: conference planning and management
- 8 Changing the Status Quo
- PURPOSE
- ASSUMPTIONS
- HOW TO USE THIS CHAPTER
- THE KEY TO SYSTEM IMPROVEMENT
- The Elements of System Improvement
- Reinforcement
- HUMAN BEHAVIOR
- Active Resistance
- Passive Resistance
- Is Behavior Logical?
- Changing Minds, or Changing Behavior?
- Why Do People Resist Change?
- Maslow
- Herzberg
- McClelland
- Adams
- Anaclitic Depression Blues
- Security or Satisfaction?
- The Impact on Solutions
- LEADERSHIP
- Leadership Is About People
- Leadership and the Blitzkrieg
- Mutual Trust
- Personal Professional Skill
- Moral Contract
- Focus
- Level 5 Leadership
- LEADERSHIP AND BEHAVIOR
- The Leader's Behavior
- Subordinates' Behavior
- CREATING AND SUSTAINING DESIRED BEHAVIORS
- Behavior Change is a Leadership Function
- A Behavioral Approach to Change
- Rewards or Reinforcement?
- A GENERAL STRATEGY FOR IMPLEMENTING CHANGE
- A Common Scenario
- Assumptions
- How Change "Gets In"
- The Leader as Change Agent-in-Chief
- A Model for Implementing Change
- 1. Leader Commitment
- 2. Modified Behavior Defined
- 3. Mission/Task Charter Communicated
- 4. Leader Commitment Demonstrated
- 5. Subordinate Commitment
- 6. Performance Management Process
- A Last Thought about Ensuring Effective Change
- SUMMARY
- Epilogue
- Appendix A Strategic Intermediate Objective Map
- Appendix B Executive Summary Trees
- Appendix C Current Reality Tree Exercise
- Appendix D Evaporating Cloud Exercise
- Appendix E The 3-UDE Cloud
- Appendix F The Challenger Conflict
- Appendix G Correlation vs. Cause and Effect
- Appendix H Theories of Motivation
- Appendix I Legal Application of the Thinking Process
- Appendix J Transformation Logic Tree Software
- Glossary of Thinking Process Terms
- Bibliography
- Index
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