Post on 29-May-2020
transcript
TOCICO 2016
©2016GoldrattResearchLabs.AllRightsReserved.
My journey of discovery to explore …
Why GOOD People make and often repeat BAD decisions …
…and developing a way to reduce such decision mistakes…or at least learn from the experienceJ
FacilitatedbyDr.AlanBarnard
CEO,GoldrattResearchLabs
2016 TOCICO International Conference
©2016GoldrattResearchLabs.AllRightsReserved.
“Finally, and most importantly, I wanted to show that we can all beoutstanding scientists. The secret of being a good scientist, I believe, lies notin our brain power. We have enough. We simply need to look at reality andthink logically and precisely about what we see.”
Dr.Eliyahu M.Goldratt,ForewordofTHEGOAL,1983
1. DECIDE onafieldorproblemyouarepassionateabout….andturnitintoavision…
2. Thecourage toFACEINCONSISTENCIES betweenwhatwe(expectto)seeandthewaythingsare….
3. The(courageand)wisdom toCHALLENGEBASICASSUMPTIONS relatedtotheseinconsistencies.
STANDING ON THE SHOULDERS OF A GIANT…Dr. Eli Goldratt’s advice on how to be “Outstanding Scientists”…
Dr.EliGoldrattsaidthekeyingredientstomakeabreakthrough inanyfieldorproblemyouarepassionateaboutare:
Thesethreesimplestepsisthebasisofthe“ScientificMethod”whichDr.Goldrattencouragedustouseasthefoundationforcontinuously improvinganythingwearepassionateabout- anorganizations,anindustry,ourrelationships,ourlives…
Expectation
Gap
Type1AssumptionsAssumptionson
whichwebaseour
expectations…
Type2AssumptionsAssumptionson
whichwebaseour
actionstorealize
theseexpectations…
2016 TOCICO International Conference
©2016GoldrattResearchLabs.AllRightsReserved.
STANDING ON THE SHOULDERS OF A GIANT…Dr. Eli Goldratt’s advice on how to be “Outstanding Scientists”…
Vision...toinspireyourselfandothers.
Courage…toact…andnottogiveup.
Wisdom..toknowwhattochange&whatnot.
Q1:Whichofthesearethemostchallengingtoachieve?…simple butnoteasy… vs.notsimpleandnoteasy…
Q2:Weneedallthreetosucceedinlife……butwhichofthesedon’twehaveenoughof…
whichoneisOURbottlenecknow?
ImportantNote:Weoftenconfuse“LackofCourage”with“NotknowinghowtoresolveAmbivalence”*Ambivalenceissimplythestateofhavingmixedfeelingsorcontradictoryideasaboutsomethingorsomeone
2016 TOCICO International Conference
©2016GoldrattResearchLabs.AllRightsReserved.
1. DECIDE onafieldorproblemyouarepassionateabout….andturnitintoavision
2. Havethecourage toFACEINCONSISTENCIES betweenwhatwe(expectto)seeandthewaythingsare….
3. Havetodevelop(courageand)wisdom toCHALLENGEBASICASSUMPTIONS relatedtotheseinconsistencies.
MY STORY….AND PASSION …
IfIwanttomakeameaningfulbreakthrough…I willhaveto…
2016 TOCICO International Conference
©2016GoldrattResearchLabs.AllRightsReserved.
MY STORY….AND PASSION …Facing an important Inconsistency (Expectation Gap)
ANALYZING THEBADDECISIONSTHAT WASTESOURSCARCESTRESOURCE– OURLIMITEDATTENTION
THIS BOX REPRESENTS
THE DECISIONSWE MAKE EACH DAYGOOD
DECISIONS
BAD DECISIONSAvoidable
Unavoidable
Ignorance
Inertia
IneptitudeI/Wewillneverknow….
I/Wedidn'tknow….
I/Weknewbutdidnotact….
I/Weknew,actedbutcompromised….
Q1:WHEREdomostpeoplegetSTUCK?
Q2:WhereamIstuck?
Q3:WhatdoweneedtogetUNSTUCK?
2016 TOCICO International Conference
©2016GoldrattResearchLabs.AllRightsReserved.
ACKNOWLEDGEMENTSStanding on the shoulder’s of GIANTS – wisdom to challenge assumptions…
BenjaminFranklin1706- 1790
Dr.HerbertSimon1916- 2001
Dr.DanielKahnemanBorn:1934
Dr.WilliamMillerBorn:1947
Dr.RobertKeganBorn:1946
Dr.NassimTalebBorn:1960
Dr.BarryJohnsonBorn:1947
Dr.EliGoldratt1947- 2011
EachoftheseGiantscontributeduseful
Classifications(what),Correlations(how),Causalitytheories(why)and/orpracticalproblem
solvinganddecisionmakingmethods…
2016 TOCICO International Conference
©2016GoldrattResearchLabs.AllRightsReserved.
STANDING ON THE SHOULDERS OF GIANTSThe Benefits and limitations of other Decision Support Tools…
https://youtu.be/SQg5lZAmuT8
2016 TOCICO International Conference
©2016GoldrattResearchLabs.AllRightsReserved.
+
Manybenefits,butsomelimitations
=
Change Matrix CloudHypothesis:Thisnew
ChangeMatrixCloud can
Provideasimpleandpracticalsolution
tohelpusidentifyandchallenge
LIMITING/HARMFULassumptions
Conflict Cloud
Manybenefits,butsomelimitations
(C)SystemNeed
STABILITYSECURITY
(B)SystemNeed
GROWTH(A)SystemObjectiveGOAL
(NotD)ActionNOT
CHANGE
(D)Action
CHANGE
Change Matrix
STANDING ON THE SHOULDERS OF GIANTSThe Benefits and limitations of other Decision Support Tools…
Assumptions
Pro/Con List
Positives1.2.3.
Negatives1.2.3
CHANGE
à
Manybenefits,butsomelimitations
Nega%ves( ((
(Ac%ons( ((
Posi%ves( ((
CHANGE NOT
CHANGE
2016 TOCICO International Conference
©2016GoldrattResearchLabs.AllRightsReserved.
XXXXXX
The 5-Step Change Matrix Cloud Process (CMCP)5 Steps to prevent the 5 most common mistakes in decision making
Step 1MY Problem
and why its important
GAP
PROBLEMYouarefacing
SYSTEM IMPACT
LLL$$$
LOCAL IMPACT
L
MY GOAL
+ OF CHANGE + OF NOT CHANGE
4 ALTERNATIVE WIN:WINS
- OF CHANGE - OF NOT CHANGE
MY THREAT
Step 3MY Conflict Resolution
By challenging assumptions preventing win:win
�
X XX
�
J
NewSolution(bestoutof4 – more+/Less-)
TODAY
GreatIdeabut stillhalf-baked..manyYes,buts…orExcuses
Step 4My Plan
To overcome hurdles
NEW CHANGE
yes, BUT # 3OBSTACLES
yes, BUT # 2POSSIBLE NEGATIVES
yes, BUT # 1INSUFFICENCIES
MY GOAL
J+ OF CHANGE + OF NOT CHANGE
+ +
- OF CHANGE - OF NOT CHANGE- -
Step 2MY Conflict
in dealing with my problem
MY THREAT
L
CHANGE
SOLUTIONChangeneededtodeal
withmyproblem+“YESAND”Plan
toovercomeall“Yes,buts”
EXPERIMENT OUTCOME
ProblemSolved?MonitorGreen vs.RedFlags
Step 5My Experiment
To really test new Solution
WHEN?WHAT?WHY?HOW?
Problem/GAP?Objective&Metrics?Assumptions?BestTotalSolution?
EXPERIMENTDESIGN
THEIR GOAL
J+ OF CHANGE + OF NOT CHANGE
+ +
- OF CHANGE - OF NOT CHANGE- -
Step 2b THEIR Conflict
- the one that caused my problem
THEIR THREAT
L
NOT CHANGE
CAUSEAction/DecisionofoneIblameformyproblem
Option1
CHANGE++Option2
NOTCHANGE++Option4
ANOTHERCHANGE
Option3
WHEN+WHENNOT
NOT CHANGE
STATUSQUOCurrentPracticein
conflictwiththisChange
IMPORTANT
Unique�Important�
Exaggerated�
Unique�Important�
Exaggerated�
Unique�Important�
Exaggerated�
Unique�Important�
Exaggerated�
Vs.
CHANGE
SOLUTIONActionIwantedthemtotaketopreventproblem
Vs.
Unique�Important�
Exaggerated�
Unique�Important�
Exaggerated�
Unique�Important�
Exaggerated�
Unique�Important�
Exaggerated�
yes, AND # 3OVERCOME OBSTACLES
yes, AND # 2PREVENT NEGATIVES
yes, AND # 1ADD SUFFICENCIES
ThenrepeatSteps3b,4b,5bfor“TheirConflict”…
Step1canbecompleted
eitherthroughBottom-up
OrTop-DownAnalysis
Mistake 1Wrong Problem
Wasting attention bottleneck
Mistake 2bBlaming SomeoneFor causing your Problem
Mistake 2aJump to Solution
Or Inertia due to Ambivalence
Mistake 3Acting but Compromising
Asking both sides to give up something
Mistake 4Ignoring valid Yes,buts
Or using them as Excuses not to Act
Mistake 5Bad Experiment
So can’t Learn from Experience
2016 TOCICO International Conference
©2016GoldrattResearchLabs.AllRightsReserved.
HOW TO USE CMC TO TELL YOUR STORY…?
DARKCLOUD
Step 1MY Problem
and why its important
Step 2aMY Conflict
in dealing with my problem
Step 2bTHEIR Conflict
- the one I blame for causing my problem
+ OF CHANGE + OF NOT CHANGE
What are the Unique PROS (+)
of STATUS QUO ?
What are the Unique PROS (+)
of the CHANGE ?
THEIR GOAL
JWhat is ”THEIR” Goal?
CAUSE(NOCHANGE)SOLUTION(CHANGE)
Vs.
Whose Action/ Inaction caused your problem?
(who do you blame?)
What conflicting Action could
have prevented your problem?
MYPROBLEM?
IMPACTONOTHERS
IMPACTONME
What is the Problem you are
facing?
Why is this Problem bad for you?
Why is this Problem bad for others?
THREAT
- OF CHANGE - OF NOT CHANGE
What are the Unique CONS (-)
of the CHANGE ?
What are the Unique CONS (-)
of STATUS QUO ?
LWhat is “THEIR” Threat ?
+ OF CHANGE + OF NOT CHANGE
What are the Unique PROS (+)
of the CHANGE ?
What are Unique PROS (+)
of STATUS QUO ?
+ OF NOT CHANGE
JWhat is ”MY” Goal?
SOLUTION(CHANGE) NOTCHANGE
Vs.
What action do you feel pressure to
take to solve your problem?
What is the Status Quo that’s in conflict with
this action?- OF CHANGE - OF NOT CHANGE
What are the Unique CONS (-)
of the CHANGE ?
What are the Unique CONS (-)
of STATUS QUO ?
THREAT
LWhat is “MY” Threat ?
WesometimesMAKE BADCHANGESbecauseofexaggerated
FRUSTRATIONSorEXPECTATIONS
WeoftenRESISTGOOD CHANGESbecauseofexaggeratedFEARSofLOSSorRISK
2016 TOCICO International Conference
©2016GoldrattResearchLabs.AllRightsReserved.
TELLING YOUR STORY…The Problem that hangs over PAUL like a dark cloud - his Over-spending…
Paul and his Over-spending Problem
2016 TOCICO International Conference
©2016GoldrattResearchLabs.AllRightsReserved.
Nowit’sYOUR Turn
TellusYOUR Story
bysimplycompletingthe
ChangeMatrixCloudProcess
Templateonthenextpage
2016 TOCICO International Conference
©2016GoldrattResearchLabs.AllRightsReserved.
TELLYOURSTORY….WiththeChangeMatrixCloud
Step 2aMY Conflict
in dealing with my problem
Step 2bTHEIR Conflict
- the one I blame for causing my problem
TACTIC 1SOLUTION (CHANGE)
TACTIC 2CAUSE (STATUS QUO)
Whose Action that caused your problem? (who do you blame?)
What conflicting Action could have prevented your problem?
TACTIC 1SOLUTION (CHANGE)
TACTIC 2NOT CHANGE (STATUS QUO)
What action do you feel pressure to take to solve your problem?
What is the Status Quo that’s in conflict with this action?
THEIR GOALPOSITIVE IMPACT ON GOAL OF STRATEGIES 1&2
STRATEGY 1CHANGE UPSIDE
STRATEGY 2NOT CHANGE UPSIDE
What is ”THEIR” Goal?
What are the Unique PROS (+) of STATUS QUO ?
What are the Unique PROS (+) of the CHANGE ?
RISK 1CHANGE DOWNSIDE
RISK 2NOT CHANGE DOWNSIDE
THEIR THREATNEGATIVE IMPACT ON GOAL OF RISKS
What is “THEIR” Threat ?
What are the Unique CONS (-) of the CHANGE ?
What are the Unique CONS (-) of STATUS QUO ?
MY THREATNEGATIVE IMPACT ON GOAL OF RISKS 1&2
What is “MY” Threat ?
RISK 1CHANGE DOWNSIDE
RISK 2NOT CHANGE DOWNSIDE
What are the Unique CONS (-) of the CHANGE ?
What are the Unique CONS (-) of STATUS QUO ?
MY GOALPOSITIVE IMPACT ON GOAL OF STRATEGIES 1&2
STRATEGY 1CHANGE UPSIDE
STRATEGY 2NOT CHANGE UPSIDE
What is ”MY” Goal?
What are the Unique PROS (+) of the CHANGE ?
What are Unique PROS (+) of STATUS QUO ?
Step 1MY Problem
and why its important
The Change Matrix Cloud Process (CMCP)How to tell YOUR STORY on a single page…
©Dr.AlanBarnard,GoldrattResearchLabs
WHY CHANGE 1LOCAL IMPACT
WHY CHANGE 2SYSTEM IMPACT
Why is this Problem bad for you?
Why is this Problem bad for others?
What is the Problem you are facing?WHAT TO CHANGE
PROBLEM
2016 TOCICO International Conference
©2016GoldrattResearchLabs.AllRightsReserved.
Nowit’sYOUR Turn
TellusYOUR Story
bysimplycompletingthe
ChangeMatrixCloudProcess
Templateonthenextpage
2016 TOCICO International Conference
©2016GoldrattResearchLabs.AllRightsReserved.
ButhowcanweresolveConflicts?
Practically,howdowemakedecisionswhenwe
experienceAmbivalence……whenwehavemixedfeelingsandemotions
aboutsomethingorsomeone…
IntroducingSTEP3,4and5ofthe
ChangeMatrixCloudProcess
2016 TOCICO International Conference
©2016GoldrattResearchLabs.AllRightsReserved.
STANDING ON THE SHOULDERS OF GIANTSDesigning a new Decision Support Process to more upside, less downside…
https://youtu.be/8Ga5o4Fhk90
2016 TOCICO International Conference
©2016GoldrattResearchLabs.AllRightsReserved.
TELLYOURSTORY….WiththeChangeMatrixCloud
MY GOALPOSITIVE IMPACT ON GOAL OF STRATEGIES 1&2
STRATEGY 1CHANGE UPSIDE
STRATEGY 2NOT CHANGE UPSIDE
NEW TACTIC 3TO WHAT TO CHANGE
RISK 1CHANGE DOWNSIDE
RISK 2NOT CHANGE DOWNSIDE
MY THREATNEGATIVE IMPACT ON GOAL OF RISKS 1&2
Step 3MY Conflict Resolution
To resolve conflict with more upside and less downside that Status Quo
What is ”MY” Goal?
What is “MY” Threat ?
What are the Unique CONS (-) of the CHANGE ?
What are the Unique CONS (-) of STATUS QUO ?
What are the Unique PROS (+) of the CHANGE ?
What are Unique PROS (+) of STATUS QUO ?
The Change Matrix Cloud Process (CMCP)How to tell YOUR STORY on a single page…
©Dr.AlanBarnard,GoldrattResearchLabs
Assumption Injection Howto?
1st 'Why?': CHANGE will result in losing MERMAID when/if…
1st Plus: CHANGE will NOT result in losing MERMAID when/if
How to achieve it?
2nd 'Why?': CHANGE will result in CRUTCHES when/if
2nd Plus: CHANGE will NOT result in CRUTCHES when/if
How to achieve it?
Assumption Injection Howto?
1st 'Why?': NOT CHANGE cannot give us POT OF GOLD when/if…
1st Plus: NOT CHANGE can give us POT OF GOLD when/if…
How to achieve it?
1st 'Why?': NOT CHANGE cannot remove ALIGATORS when/if…
1st Plus: NOT CHANGE canremove ALIGATORS when/if…
How to achieve it?
Assumption Injection Howto?
CHANGE is in conflict with NOT CHANGE when / if …
CHANGE is NOT in conflict with NOT CHANGE when / if…
When [condition] then CHANGE, else when [condition] NOT
CHANGE?
Assumption Injection Howto?
There is not other CHANGE to achieve more + and less - because
There is another CHANGE to achieve more + and less – when…
Another Way is …
When + When Not
Another Change
Not Change ++
Change ++
Option 1: CHANGE ++
Option 2: NOT CHANGE ++
Option 3: WHEN + WHEN NOT
Option 4: ANOTHER CHANGE
✔
✔
✔ ✔
✔ ✔
2016 TOCICO International Conference
©2016GoldrattResearchLabs.AllRightsReserved.
TELLING YOUR STORY…Another Problem that hangs over PAUL like a dark cloud - His Obesity…
Paul and his Over-spending Problem
2016 TOCICO International Conference
©2016GoldrattResearchLabs.AllRightsReserved.
MY GOALPOSITIVE IMPACT ON GOAL OF STRATEGIES 1&2
STRATEGY 1CHANGE UPSIDE
STRATEGY 2NOT CHANGE UPSIDE
NEW TACTIC 3TO WHAT TO CHANGE
RISK 1CHANGE DOWNSIDE
RISK 2NOT CHANGE DOWNSIDE
MY THREATNEGATIVE IMPACT ON GOAL OF RISKS 1&2
Step 4Yes, But Planning
To use Yes, Buts to turn Half-baked idea into Fully Baked Solution
What is ”MY” Goal?
What is “MY” Threat ?
What are the Unique CONS (-) of the CHANGE ?
What are the Unique CONS (-) of STATUS QUO ?
What are the Unique PROS (+) of the CHANGE ?
What are Unique PROS (+) of STATUS QUO ?
The Change Matrix Cloud Process (CMCP)STEP 4 – Yes, But Planning
©Dr.AlanBarnard,GoldrattResearchLabs
Stakeholder Insufficiency Yes,buts Howtoachieve sufficiency
Stakeholder PossibleNegative Yes,buts Howtopreventnegatives
Yes, but 1: Insufficiency
Yes, but 2: Possible Negative
Yes, but 3: Implementation ObstaclesStakeholder Obstacle Yes,buts Howtoovercomeobstacles
2016 TOCICO International Conference
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Step 5My Experiment
To really test new Solution
DESIGN MYEXPERIMENTNecessary assumptions
WHEN?
Why is there a need for change?
[From STEP 1 of CMC] My problem….why it is bad for me and for others/system
StrategyWHAT FOR?
What is the objective of the change?
[From STEP 2 of CMC]We to Achieve more of the Upsides (Gain Pot of Gold + Retain Mermaid)Less of the Downsides (Not Gain Crutches + Not Retain Alligators)And. this is how can we measure this
Viability assumptionsWHY?
Why is the change difficult but possible?
Conflict Conditions/Assumptions challenged in resolving Conflict [from STEP 3 of CMC]
How to achieve Sufficiency to address Insufficiency Yes Buts with Yes, Ands..
How to address Negative Consequences Yes, buts with Yes, Ands…TACTICS
HOW TO?
What is the details of the change?
[From Step 3 of CMC] The best way to achieve the Strategy is either Change++, Not Change++, When + When Not OR Another Changes[From Step 4 of CMC]To add Sufficiency and Prevent Possible Negatives…we also have to ADD….
Sufficiency assumptions
WHY NOT?Why is the level of detail not sufficient
(warnings)?
[From Step 4 of CMC] Implementation Obstacle Warnings and the Sequenced Plan (IO map) on How to overcome these Obstacles
Note:Youmightrecognizethisformatasan
S&TNode.SoresolvingaCMCisawayto
buildyourownS&T
The Change Matrix Cloud Process (CMCP)STEP 5 – Design MY Experience
2016 TOCICO International Conference
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ExamplespresentedfromHARMONY– ACEO’sConflict
CMC Examples presented from HARMONY Understanding the “Lay-off Announcement” Conflict for CEO
2016 TOCICO International Conference
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CMC Examples presented from HARMONY Resolving the “Spend-it-or-Lose-it” Conflict for Hospital Administrator
2016 TOCICO International Conference
©2016GoldrattResearchLabs.AllRightsReserved.
Dr. Alan Barnard Interview with George RossThe Importance of having a Process to Learn from YOUR Experience
2016 TOCICO International Conference
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XXXXXX
SUMMARY – A new Development on TOC TP5 Steps CMCP to prevent the 5 most common mistakes in decision making
Step 1MY Problem
and why its important
GAP
PROBLEMYouarefacing
SYSTEM IMPACT
LLL$$$
LOCAL IMPACT
L
MY GOAL
+ OF CHANGE + OF NOT CHANGE
4 ALTERNATIVE WIN:WINS
- OF CHANGE - OF NOT CHANGE
MY THREAT
Step 3MY Conflict Resolution
By challenging assumptions preventing win:win
�
X XX
�
J
NewSolution(bestoutof4 – more+/Less-)
TODAY
GreatIdeabut stillhalf-baked..manyYes,buts…orExcuses
Step 4My Plan
To overcome hurdles
NEW CHANGE
yes, BUT # 3OBSTACLES
yes, BUT # 2POSSIBLE NEGATIVES
yes, BUT # 1INSUFFICENCIES
MY GOAL
J+ OF CHANGE + OF NOT CHANGE
+ +
- OF CHANGE - OF NOT CHANGE- -
Step 2MY Conflict
in dealing with my problem
MY THREAT
L
CHANGE
SOLUTIONChangeneededtodeal
withmyproblem+“YESAND”Plan
toovercomeall“Yes,buts”
EXPERIMENT OUTCOME
ProblemSolved?MonitorGreen vs.RedFlags
Step 5My Experiment
To really test new Solution
WHEN?WHAT?WHY?HOW?
Problem/GAP?Objective&Metrics?Assumptions?BestTotalSolution?
EXPERIMENTDESIGN
THEIR GOAL
J+ OF CHANGE + OF NOT CHANGE
+ +
- OF CHANGE - OF NOT CHANGE- -
Step 2b THEIR Conflict
- the one that caused my problem
THEIR THREAT
L
NOT CHANGE
CAUSEAction/DecisionofoneIblameformyproblem
Option1
CHANGE++Option2
NOTCHANGE++Option4
ANOTHERCHANGE
Option3
WHEN+WHENNOT
NOT CHANGE
STATUSQUOCurrentPracticein
conflictwiththisChange
IMPORTANT
Unique�Important�
Exaggerated�
Unique�Important�
Exaggerated�
Unique�Important�
Exaggerated�
Unique�Important�
Exaggerated�
Vs.
CHANGE
SOLUTIONActionIwantedthemtotaketopreventproblem
Vs.
Unique�Important�
Exaggerated�
Unique�Important�
Exaggerated�
Unique�Important�
Exaggerated�
Unique�Important�
Exaggerated�
yes, AND # 3OVERCOME OBSTACLES
yes, AND # 2PREVENT NEGATIVES
yes, AND # 1ADD SUFFICENCIES
ThenrepeatSteps3b,4b,5bfor“TheirConflict”…
Step1canbecompleted
eitherthroughBottom-up
OrTop-DownAnalysis
Mistake 1Wrong Problem
Wasting attention bottleneck
Mistake 2bBlaming SomeoneFor causing your Problem
Mistake 2aJump to Solution
Or Inertia due to Ambivalence
Mistake 3Acting but Compromising
Asking both sides to give up something
Mistake 4Ignoring valid Yes,buts
Or using them as Excuses not to Act
Mistake 5Bad Experiment
So can’t Learn from Experience
2016 TOCICO International Conference
©2016GoldrattResearchLabs.AllRightsReserved.
ABOUT THE PRESENTERSDr. Alan Barnard (PhD)
Dr. Alan Barnard is one of the leading experts in the world in Theoryof Constraints (TOC) frequently worked with Dr. Eli Goldratt, creatorof Theory of Constraints on large and complex projects around theworld. He is the CEO of Goldratt Research Labs (Singapore andusa), African Phosphates (RSA) and The Odyssey Institute (USA).Alan is also a board member of TOCICO and the Dr. Eliyahu M.Goldratt Foundation.In 2009, Alan was awarded a PhD in Management of Technology &Innovation, from the Da Vinci Institute in 2009 with a thesis titled“How to identify and unlock inherent potential within organizations(private & public) and individuals?”. Alan is also the author of 2chapters in the McGraw Hill published Theory of ConstraintsHandbook. He is also the architect of HARMONY(www.harmonytoc.com)Alan is a past-President of TOCICO (2003 to 2005) and serve on the judging panels of theLogistics Achiever Awards and Technology Top 100. He has worked with globalcompanies such as ABB, BHP Billiton, Cisco, SAP, Random House Publishing, Microsoft,African Explosives, TATA in the Private sector. Alan has also worked with UN DP, UN WFPand for example Utah State Government in the public sector on applying for exampleTheory of Constraints to City Councils and Government Agencies in in the Public Sectorto help them identify and unlock inherent potential to achieve more with the sameresources in less time.
AboutDr.AlanBarnardalan@goldrattresearchlabs.com
2016 TOCICO International Conference
©2016GoldrattResearchLabs.AllRightsReserved.
2. WhattoChange?Ourpoorunderstandingofthemostcommon
mistakesthatcauseustomakeandoftenrepeatbaddecisions– ignorance (Ididnotknow),
inertia (Iknewbutdidnotact),differenttypesofineptitude (Iactedbutcompromised)
3. WhattoChangeto?Createa5Stepprocessdesignedspecificallytoprevent
the5mostcommontypesofdecisionmistakes.1) workingonwrongproblem,2) jumpingtosolutionorblaming,3) compromising,4) nothavingaplantoaddressvalidyes-butsand5) notdoing”honestexperiments”.
4.Howtocausethechange?TheLearningfromExperiment(LFE)Process
Step1:IdentifyProblemandwhyitsimportantStep2:DefineConflictsthatblockresolutionofProblemStep3:Explore4ViableWaystoresolveconflicts…Step4:CreatePlantoovercomevalidyes,buts…Step5:Designexperimenttotestnewinsights
5.HowtocreatePOOGI?Adopta”Learnfromexperiment”methodto
continuouslyimprovecurrentmethodsforhelpingindividualsbetterunderstandwhyweresistgoodchangesand/orover-reactandmakebadchangesandtheassumptions
behindthesedecisionerrors
1. WhyChange?Ourbottleneckisourlimited“attention”whichwe
wastewhenmakeandrepeatbaddecisions- wedo
whatweshouldnotandnotdowhatweshould.
Butwhydowerepeatthesedecisionmistakeswhich
compromiseourhappiness,harmony&productivity…?
Standing On The Shoulders of GiantsSummary of TOC 5 Question Analysis
2016 TOCICO International Conference
©2016GoldrattResearchLabs.AllRightsReserved.
INSIGHTS FROM ODYSSEY ALUMNI RESEARCHPositive Pscyhology’s PERMA & Core Conflict Correlations
Flourish
Feel / Be respected
Have more Positive
Emotions
Only do things that are
“important”
Do things that just make me feel
good
Overwhelmed / don’t’ have enough fun
Feel selfish / lack meaning
Not Flourish
WELL-BEING
FLOURISHINGPERSONJ
Enough…
PPositive Emotion
Enough…
EEngagement (Flow)
Enough…R
(Positive) Relationships
Enough…
MMeaning
Enough…A
Achievement
Flourish
Be reliable / Not fail
Have more FLOW
Do only tasks you can succeed with
Do really challenging tasks
BoredomAnxiety
Not Flourish
Flourish
Respect myself / Feel respected
Have Positive Relationships
Donot compromiseonimportantneeds(evenif
itcausesdisharmony)
Compromise important needs / wants to maintain
harmony
Upset my partner / disharmony
Feelexploited
Not Flourish
Be happy
Enjoy life / not fail
Have meaning in life
Don’t try to “save” the world
Try to “save” the world
Feel / LookSuperficialor
Sellfish
Neglect your family or other
needs
Not Flourish
Be happy
Have enough TAM buffer for important stuff
Experience achievement in
life
Don’t invest more – do best with what you have
Invest more Time/Attention/
Moneyto make Progress
Blame myself for not really
trying
Riskoffailure/
blamedfor
wastingtime
Not Flourish
POSITIVEEMOTION
WELL-BEING
Too
LittleEnough
Too
much
ENGAGEMENT
WELL-BEING
Too
LittleEnough
Too
much
POS.RELATIONSHIPSWELL-BEING
Too
LittleEnough
Too
much
MEANING
WELL-BEING
Too
LittleEnough
Toomuch
ACHIEVEMENT
WELL-BEING
Too
LittleEnough
Too
much
2016 TOCICO International Conference
©2016GoldrattResearchLabs.AllRightsReserved.
Haveenoughmeaningfulsuccesses
Successfulorganization/Life
Haveenoughopportunities
Havestaminatoovercomefailures
Beabletocollaboratewithpeople
Needtoovercome5obstacles
2ND LIMITING BELIEFFearofcomplexityresulting
inlocaloptima
3RD LIMITING BELIEFFearofconflictsresultingincompromising/win:lose
5TH LIMITING BELIEF
Blamingothers/startingconditions
1ST LIMITING BELIEFPerceptionofdiminishingreturns
/outofourcontrol
Beabletothinkclearly&stayfocused
2nd TOC BELIEFEverysystemhasinherent
simplicity- FOCUS
3rd TOC BELIEFEveryconflictcanberesolved
withwin:win
5th TOC BELIEFFindandchallengeOUR
BADassumptions
1th TOC BELIEFEverysystemcanbesubstantially
improved
4TH LIMITING BELIEFFearofUncertaintyresultingin
over- orunder-reaction
4th TOC BELIEFGetto“Goodenough”anduse
fastfeedbacktolearn
TOC FUNDAMENTALSLimiting vs. TOC’s Enabling assumptions..
2. COMPLEXITY 4. UNCERTAINTY1. CONSTRAINTS 3. CONFLICTS 5. BAD CHOICES
AdaptationbyDr.AlanBarnardfromDr.EfratGoldratt’sNotesTHECHOICE,2010,Dr.EliGoldratt
ApplicationofCMC