© Dr Kelvyn Youngman, June 20121 Presented By: Dr Kelvyn Youngman Date: June 2012, Chicago Mars...

© Dr Kelvyn Youngman, June 2012 1

Presented By: Dr Kelvyn Youngman

Date: June 2012, Chicago

MarsJupiter

Saturn

Sun

Venus

Moon

Earth

Mercury

The Systemic Cloud And The Layers Of Resistance - Hiding In Plain Sight


Introduction

I want to show that there are 4, and only 4, fundamental layers of resistance buried within the cloud in a structured and systematic way and that this knowledge allows us to interrogate a problem, its solution, and the implications, in a way that we have been unable to in the past. It has considerable impact on all of our areas of activity

I also want to show, with examples, that the cloud and the change matrix together form a graphical toolset, a cookie-cutter if you like, that allows us to put a complete analysis onto one page; necessity in the cloud and sufficiency in the matrix. We have not been able to do this before


Introduction

I will use the Copernican Revolution to illustrate this process because it also serves as is a direct analogy to Theory of Constraints and it is the one that I use in introducing people to Theory of Constraints. It shares with Theory of Constraints a contradiction of our senses.

I will also reiterate the process for building systemic clouds because all of our major problems are systemic and I will use a “fundamental” cloud to describe the Copernican Revolution


Introduction

On the Shoulders of Giants Process

Step 1: Identify a “giant” not a chupchickStep 2: Identify the enormity of the area not addressedStep 3: Get on the giant’s shoulders – the historical perspectiveStep 4: Identify the conceptual difference between the reality that was improved and the area left untouchedStep 5: Identify the wrong assumptionStep 6: The full analysis


Introduction

Step 1: Identify a “giant” not a chupchick


Introduction


The Thinking Processes is the giant;


Introduction


The Thinking Processes is the giant; and in particular the role of the layers of resistance within the structure of the systemic cloud. It is relevant to all Theory of Constraint applications and processes


The Systemic Cloud

Step 2: Identify the enormity of the area not addressed


The Systemic Cloud


The existence of a systemic cloud means that the layers of resistance have not yet been overcome – otherwise the cloud would not exist. Therefore the layers of resistance must, somehow, lie buried within the cloud.


The Systemic Cloud


The existence of a systemic cloud means that the layers of resistance have not yet been overcome – otherwise the cloud would not exist. Therefore the layers of resistance must, somehow, lie buried within the cloud. But where are they?


The Systemic Cloud


The existence of a systemic cloud means that the layers of resistance have not yet been overcome – otherwise the cloud would not exist. Therefore the layers of resistance must, somehow, lie buried within the cloud. But where are they?

If we know where they are, then we can communicate with one another so much better, remove the resistance, evaporate the cloud and hence, resolve the core conflict.


The Systemic Cloud

B

C

A

D’

D

In 2011 at New York I presented an interpretation of how and why systemic clouds work


The Systemic Cloud

Local

B

C

A

D’

D

Global

Essentially these are local/global clouds with an overarching common objective

Objective


The Systemic Cloud

Subset

B

C

A

D’

D

Set

They can also be viewed as a nested subset, set, and superset relationship

Superset


The Systemic Cloud

Subset

B

C

A

D’

D

Set

All within a larger socio-technical context

Superset


The Systemic Cloud

Subset

B

C

A

D’

D

Set

In the sense of Ackoff, our clouds are open systemsthey are environment-full, they are not environment-free

Superset


The Systemic Cloud

Subset

B

C

A

D’

D

Set

I also mentioned that there were two fundamental clouds that I use, and I would like to use one of these today

Superset


The Systemic Cloud

Subset

B

C

A

D’

D

Set

I would like to use it along with the Copernican Revolution to “illustrate” the process of placing the layers of resistance

Superset


The Systemic Cloud

Subset

B

C

A

D’

D

Set

The paradigmal processes within the Copernican Revolution are almost exactly the same as those that we experience as we go

about our work within the Theory of Constraints

Superset


The Systemic Cloud

B

C

A

D’

D

So, what then is the objective?

Objective?


The Systemic Cloud

B

C

A

D’

D

This is the objective of this particular cloud – to learn well

To learn well


The Systemic Cloud

B

C

A

D’

D

And in order to learn well we must …?

To learn well

In order to …We must …


The Systemic Cloud

B

C

A

D’

D

Well, what is it that we must do?

To learn well



The Systemic Cloud

Trust and applythat which we can

directly sense

B

C

A

D’

D

And I will assert that we must trust and apply that which we can directly sense

To learn well



The Systemic Cloud


directly sense

B

C

A

D’

D

Everything that we learn, we learn via our senses

To learn well



The Systemic Cloud


directly sense

B

C

A

D’

D

And to misquote Ackoff: what we experience affects what we think, and what we think affects what we experience

To learn well



The Systemic Cloud


directly sense

B

C

A

D’

D

Let’s have a look at this

To learn well



The Systemic Cloud


directly sense

B

C

A

D’

D

In order to trust and apply that which we can directly sense what is it that we must say with respect to the Copernican

Revolution?

To learn well


In order to … We must …


The Systemic Cloud


directly sense

B

C

A

D’

D

Well let’s do a little exercise ….

To learn well




The Systemic Cloud


directly sense

B

C

A

D’

D

Hands up all of those who sense that the earth is rock solid and central – and keep your hands up

To learn well




The Systemic Cloud


directly sense

B

C

A

D’

D

Hands up all of those who sense that the sun rises in the morning and sets in the evening – and keep your hands up

To learn well




The Systemic Cloud


directly sense

B

C

A

D’

D

There you see – we are doubly bound

To learn well




The Systemic Cloud


directly sense

B

C

A

D’

D

We think what we experience and we experience what we think

To learn well




The Systemic Cloud


directly sense

B

C

A

D’

D

Therefore, we must accept that the earth is central and stable

To learn well

Accept that the Earth is central and stable




The Systemic Cloud


directly sense

B

C

A

D’

D

This is the first arm of this cloud – but of course there is more

To learn well





The Systemic Cloud


directly sense

B

C

A

D’

D

What of the other side?

To learn well


In order to …

We must …


The Systemic Cloud


directly sense

B

C

A

D’

D

In order to learn well we must also …?

To learn well


In order to …

We must …


The Systemic Cloud


directly sense

B

C

A

D’

D

Well what is it that we must do?

To learn well


In order to …

We must …


The Systemic Cloud


directly sense

B

C

A

D’

D

Trust and applymore than we can

directly sense

I will assert that we must trust and apply more than we can directly sense

To learn well


In order to …

We must …


The Systemic Cloud


directly sense

B

C

A

D’

D


directly sense

Now let’s check our rules for a moment

To learn well


In order to …

We must …


The Systemic Cloud


directly sense

B

C

A

D’

D


directly sense

Do we have subset, set, and superset? I think so

To learn well


In order to …

We must …

Set

Subset

Super-set


The Systemic Cloud


directly sense

B

C

A

D’

D


directly sense

Do we have local and global? I think so

To learn well


In order to …

We must …

Global

Local


The Systemic Cloud


directly sense

B

C

A

D’

D


directly sense

We also have tacit and explicit knowing

To learn well


In order to …

We must …

Explicit Knowing

Tacit Knowing


The Systemic Cloud


directly sense

B

C

A

D’

D


directly sense

And we could “chunk it up” within Ackoff’s hierarchy of knowledge, understanding, and wisdom …

To learn well


In order to …

We must …

Understanding

Knowledge

Wisdom


The Systemic Cloud


directly sense

B

C

A

D’

D


directly sense

… that’s know-how, know-why, and knowing-when to apply it

To learn well


In order to …

We must …

Know-why

Know-how

Knowing-when


The Systemic Cloud


directly sense

B

C

A

D’

D


directly sense

Subset, set, and superset, relationships abound in this cloud

To learn well


In order to …

We must …

Know-why

Know-how

Knowing-when


The Systemic Cloud


directly sense

B

C

A

D’

D


directly sense

Now, in order to trust and apply more than we can directly sense, what is it that we must do?

To learn well


In order to …

We must …



The Systemic Cloud


directly sense

B

C

A

D’

D


directly sense

As you well know, we must accept that the Sun is central and stable

To learn well


Accept that the Sun is central and stable

In order to …

We must …



The Systemic Cloud


directly sense

B

C

A

D’

D


directly sense

This is what “every schoolboy [now] knows”

To learn well



In order to …

We must …



The Systemic Cloud


directly sense

B

C

A

D’

D


directly sense

This is the Copernican Paradox, although it hardly looks like a paradox to us today – but we can change that

To learn well



In order to …

We must …



The Systemic Cloud


directly sense

B

C

A

D’

D


directly sense

If we substitute “accept that the earth is peripheral and moves” it is far closer to our modern way of thinking about this problem

and more directly contradicts our common sense

To learn well


Accept that the Earth is peripheral and

moves

In order to …

We must …



The Systemic Cloud


directly sense

B

C

A

D’

D


directly sense

However, I want to stay with the verbalization which is closer to the original intent of Copernicus

To learn well




The Systemic Cloud


directly sense

B

C

A

D’

D


directly sense

Let’s add two more things to our understanding of systemic clouds in general

To learn well




The Systemic Cloud


directly sense

B

C

A

D’

D


directly sense

Firstly, B-D is the side of the individual …

To learn well



Individual


The Systemic Cloud


directly sense

B

C

A

D’

D


directly sense

… and secondly, C-D’ is the side of the system

To learn well



System

Individual


The Systemic Cloud


directly sense

B

C

A

D’

D


directly sense

This is a non-trivial cloud, since the time of Copernicus every new generation has had to learn to cope with this paradox

To learn well



System

Individual


The Systemic Cloud


directly sense

B

C

A

D’

D


directly sense

Moreover, the paradox initially remained unaccepted within the non-astronomical community for several hundred years

To learn well



System

Individual


The Systemic Cloud


directly sense

B

C

A

D’

D


directly sense

Why?

To learn well



System

Individual


The Systemic Cloud


directly sense

B

C

A

D’

D


directly sense

Even Copernicus, within his lifetime, did not want to argue this paradox publicly

To learn well



System

Individual


The Systemic Cloud


directly sense

B

C

A

D’

D


directly sense

Why?

To learn well



System

Individual


The Systemic Cloud


directly sense

B

C

A

D’

D


directly sense

The answer is that as long as the cloud exists there are layers of resistance that have yet to be overcome

To learn well



System

Individual


The Systemic Cloud


directly sense

B

C

A

D’

D


directly sense

Let’s continue with this story, but now we need to look at another of our constructs – the layers of resistance

To learn well



System

Individual


The Systemic Cloud


directly sense

B

C

A

D’

D


directly sense

Next Step – Step 3

To learn well



System

Individual


Layers of Resistance & Change Matrix

Step 3: Get on the giant’s shoulders – the historical perspective




The layers of resistance model was so useful that Goldratt didn’t ask if it was scientific, that is fundamental. So he missed one of the fundamental classes of resistance, and others sought to delineate finer and finer subdivisions within the three existing classes.




The layers of resistance model was so useful that Goldratt didn’t ask if it was scientific, that is fundamental. So he missed one of the fundamental classes of resistance, and others sought to delineate finer and finer subdivisions within the three existing classes.

There is a richness in here that we have hardly began to explore



Crutches

Positive Consequence

ToChange

Not ToChange

( 1 )

( 2 ) ( 3 )

( 4 )

Negative Consequence

Pot of Gold

AlligatorMermaid

Let’s start out with the change matrix and the analogy of; the alligator, the mermaid, the crutches, and the pot of gold



I don’t know the exact provenance of this and I was unaware of its existence until an animation was produced in 2010

Crutches


( 1 )

( 2 ) ( 3 )

( 4 )


Pot of Gold

AlligatorMermaid

ToChange

Not ToChange



Fossicking around shows that it was well established within AGI by 1999 and has been re-presented more recently

Crutches


( 1 )

( 2 ) ( 3 )

( 4 )


Pot of Gold

AlligatorMermaid

ToChange

Not ToChange



Essentially each of these quadrants contain discrete entities that are necessary to our description

Don’t have & don’t want


( 1 )

( 2 ) ( 3 )

( 4 )


Don’t have & do want

Do have & don’t wantDo have & do want

ToChange

Not ToChange



More simply they are expressions of these classes

Dissatisfaction with the solution


( 1 )

( 2 ) ( 3 )

( 4 )


Solution

ProblemSatisfaction with the

problem

ToChange

Not ToChange



The first thing that I did however was to map in the Thinking Process toolsets

Negative Branch Reservations

Pre-Requisite Tree


( 1 )

( 2 ) ( 3 )

( 4 )


Future RealityTree

Current RealityTree

?

ToChange

Not ToChange



And as soon as we do that, it is then apparent that the layers of resistance can be mapped in as well

3. Have reservations4. Have obstacles5. Unverbalized Fear


( 1 )

( 2 ) ( 3 )

( 4 )


2. Don’t agree about the solution

1. Don’t agree about the problem

?

ToChange

Not ToChange



This is the original 5 layer model from Goldratt’s “My Saga”



( 1 )

( 2 ) ( 3 )

( 4 )




?

ToChange

Not ToChange



But even Efrat’s 10 layer model fits nicely within this matrix

5. Negative Ramifications6. Obstacles7. Implementation Details8. Solution Risks9. Social & psychological


( 1 )

( 2 ) ( 3 )

( 4 )


3. Disagree on direction4. Disagree on detail

0. There is no problem1. Disagree on problem2. It is out of my control

?

ToChange

Not ToChange



Let’s return to the 5 layer model



( 1 )

( 2 ) ( 3 )

( 4 )




?

ToChange

Not ToChange



It should be noticeable that our tool set has said nothing about this quadrant …



( 1 )

( 2 ) ( 3 )

( 4 )




?

ToChange

Not ToChange



… but the people that we work with certainly have something to say, if only we would listen for it



( 1 )

( 2 ) ( 3 )

( 4 )




?

ToChange

Not ToChange



And what they have to say is always hidden, and its hidden within “unverbalized fear”



( 1 )

( 2 ) ( 3 )

( 4 )




?

ToChange

Not ToChange



Except, of course, that it is verbalized

3. Have reservations4. Have obstacles5. Verbalized Fear


( 1 )

( 2 ) ( 3 )

( 4 )




?

ToChange

Not ToChange



It is verbalized as the loss of a part of the positive reality, or as an obstacle that is a truncated form of that loss



( 1 )

( 2 ) ( 3 )

( 4 )




?

ToChange

Not ToChange



For instance “I don’t have time” is a truncation of “if I make time for you it is likely that I will lose something that I value”



( 1 )

( 2 ) ( 3 )

( 4 )




?

ToChange

Not ToChange



In the Anglo-American business environment that loss is the respect of others and, at worse, possibly my job as well



( 1 )

( 2 ) ( 3 )

( 4 )




?

ToChange

Not ToChange



In the Oriental business environment that loss is once again the respect of others, while certainly keeping my job, which is

actually a much darker fate



( 1 )

( 2 ) ( 3 )

( 4 )




?

ToChange

Not ToChange



What then are the actual positives of living with the problem?



( 1 )

( 2 ) ( 3 )

( 4 )




?

ToChange

Not ToChange



They are our security and satisfaction in matters; social, economic, technical, and personal – family & friends, the firm,

technical & professional allegiances, and oneself



( 1 )

( 2 ) ( 3 )

( 4 )




Security &Satisfaction

ToChange

Not ToChange



It is about our sense of belongingIt is about our sense of inclusion



( 1 )

( 2 ) ( 3 )

( 4 )





ToChange

Not ToChange



After all “individuals are socially, emotionally, and psychologically defined by their tribal membership”



( 1 )

( 2 ) ( 3 )

( 4 )





ToChange

Not ToChange



Stepping back to an earlier verbalization; if the satisfaction of living with the problem is relatively high, then we are less likely to get change



( 1 )

( 2 ) ( 3 )

( 4 )


Solution


problem

ToChange

Not ToChange



And; if dissatisfaction with the solution is relatively high, then once again we are less likely to get change



( 1 )

( 2 ) ( 3 )

( 4 )


Solution


problem

ToChange

Not ToChange



This is important, let’s see why



( 1 )

( 2 ) ( 3 )

( 4 )


Solution


problem

ToChange

Not ToChange



I’ve substituted the terms on the left-hand axis


( 1 )

( 2 ) ( 3 )

( 4 )


TheSolution

The Problem



Two of our quadrants now take on familiar forms, namely, the first two steps of the change sequence


( 1 )

( 2 ) ( 3 )

( 4 )


What to change to

What to change from

TheSolution

The Problem



And the full impact of the remaining two quadrants becomes apparent as the final step of the change sequence

How to cause the change


( 1 )

( 2 ) ( 3 )

( 4 )


What to change to

What to change from How to cause the

change

TheSolution

The Problem



And I’ll hazard a guess that Eli’s material last year pertains to these two quadrants …



( 1 )

( 2 ) ( 3 )

( 4 )


What to change to


change

TheSolution

The Problem



… things such as; communication, collaboration, personal and professional growth, and harmony



( 1 )

( 2 ) ( 3 )

( 4 )


What to change to


change

TheSolution

The Problem



The layers of resistance fall naturally into the quadrants of the change matrix, 3 of them we know well …



( 1 )

( 2 ) ( 3 )

( 4 )


What to change to


change

TheSolution

The Problem



… 1 of them we hardly know at all



( 1 )

( 2 ) ( 3 )

( 4 )


What to change to


change

TheSolution

The Problem



OK back to our original verbalization



( 1 )

( 2 ) ( 3 )

( 4 )


Solution


problem

ToChange

Not ToChange



Let’s now populate the change matrix from the viewpoint that Copernicus took ...



( 1 )

( 2 ) ( 3 )

( 4 )


Solution


problem

ToChange

Not ToChange



… and then we will search for where to place these entities within our previously developed systemic cloud



( 1 )

( 2 ) ( 3 )

( 4 )


Solution


problem

ToChange

Not ToChange



Let’s start, as we currently do, with the problem, an astronomy based upon a central, stable, earth



( 1 )

( 2 ) ( 3 )

( 4 )


Solution

ProblemEarth-Centered System

Satisfaction with the problem

ToChange

Not ToChange



Copernicus had a problem with a 1300 year old mathematical “fudge” of the Greeks called an equant. It destroyed the notion

of perfect circular spheres



( 1 )

( 2 ) ( 3 )

( 4 )


Solution

Equants


ToChange

Not ToChange



A sphere to Copernicus wasn’t a planet, it was an hypothesised transparent (crystalline) body that contained each “planet,” …



( 1 )

( 2 ) ( 3 )

( 4 )


Solution

Equants


ToChange

Not ToChange



… goldfish bowls within goldfish bowls, each sphere and its contained planet fitting inside the others – like nested Russian dolls



( 1 )

( 2 ) ( 3 )

( 4 )


Solution

Equants


ToChange

Not ToChange



Regardless, he couldn’t derive perfect circular orbits as surely God ordained in a perfect clockwork universe



( 1 )

( 2 ) ( 3 )

( 4 )


Solution

EquantsNon-Circular Orbits


ToChange

Not ToChange



There were inconsistencies; the Sun and the moon did not require major epicycles to explain their movement, Mercury,

Venus, Mars, Saturn, and Jupiter did …



( 1 )

( 2 ) ( 3 )

( 4 )


Solution


InconsistenciesSatisfaction with the

problem

ToChange

Not ToChange



... and which of Mercury or Venus was closest to the earth was unknown. Whether the Sun was before, between, or after these

two bodies was also unknown



( 1 )

( 2 ) ( 3 )

( 4 )


Solution


InconsistenciesSatisfaction with the

problem

ToChange

Not ToChange



It was complicated; Ptolemy required orbits, eccentrics, epicycles (and epicycles on epicycles) – somewhere between

40 & 80 different circles – all based upon naked-eye astronomy



( 1 )

( 2 ) ( 3 )

( 4 )


Solution


InconsistenciesComplicated


ToChange

Not ToChange



It was inaccurate, on average it worked well, but specific instances of planetary alignments could be out/off by a day or two



( 1 )

( 2 ) ( 3 )

( 4 )


Solution


InconsistenciesComplicatedInaccurate


ToChange

Not ToChange



What was Copernicus’ “trim” ?



( 1 )

( 2 ) ( 3 )

( 4 )


Solution




ToChange

Not ToChange



He proposed a Sun-centered solution with a mobile Earth; such a solution was not unknown, and it was totally consistent with

his theology



( 1 )

( 2 ) ( 3 )

( 4 )


SolutionSun-Centered System




ToChange

Not ToChange



God’s lantern, the Sun, became the stable centre of the Universe illuminating all of his handiwork



( 1 )

( 2 ) ( 3 )

( 4 )


God’s Central Lantern




ToChange

Not ToChange



Copernicus got an astronomy based upon perfect circles, and banished the major epicycles from the planets – and of course

the earth got an eccentric about the sun



( 1 )

( 2 ) ( 3 )

( 4 )


God’s Central LanternPerfect Circles




ToChange

Not ToChange



He got tremendous consistency and harmony – the Sun, Mercury and Venus all fell into place, and the moon became to

the earth as the earth is to the Sun



( 1 )

( 2 ) ( 3 )

( 4 )



Consistency/Harmony




ToChange

Not ToChange



God’s sphere – the sphere of the fixed stars – suddenly became immensely larger (and more satisfying) – and angels didn’t have

to work so hard



( 1 )

( 2 ) ( 3 )

( 4 )



Consistency/HarmonyGod’s Sphere Immense




ToChange

Not ToChange



Let’s now look at the dissatisfaction with the solution – from Copernicus’ viewpoint



( 1 )

( 2 ) ( 3 )

( 4 )







ToChange

Not ToChange



Firstly, it is contrary to our senses, Copernicus didn’t have a problem with this but he knew that others would

Contrary to our senses


( 1 )

( 2 ) ( 3 )

( 4 )







ToChange

Not ToChange



It was also contrary to literal interpretation of the scriptures and Copernicus knew that others would have a problem with this

although he worked hard to forearm himself against it

Contrary to our sensesContrary to scripture


( 1 )

( 2 ) ( 3 )

( 4 )







ToChange

Not ToChange



Of course man is displaced from the centre of the Universe that had been created for him


Man is displaced


( 1 )

( 2 ) ( 3 )

( 4 )







ToChange

Not ToChange



He knew that astronomers would understand the maths behind his argument, but no one else would, and thus people would be

“sore” with him


Man is displacedPeople would be “sore”


( 1 )

( 2 ) ( 3 )

( 4 )







ToChange

Not ToChange



That’s quite an impressive list of negatives




( 1 )

( 2 ) ( 3 )

( 4 )







ToChange

Not ToChange



Let’s see what the positives were of holding onto the old problem




( 1 )

( 2 ) ( 3 )

( 4 )







ToChange

Not ToChange



Let’s place these two together. Any crude calculation of speed of orbit or speed of daily rotation were unbelievably large, so,

much the better that the earth is indeed stable …




( 1 )

( 2 ) ( 3 )

( 4 )






Earth is stableMan is at the centre

ToChange

Not ToChange



… and that man on Earth is at the centre of a universe created for him




( 1 )

( 2 ) ( 3 )

( 4 )






Earth is stableMan is at the centre

ToChange

Not ToChange



God is located in the sphere of the stars




( 1 )

( 2 ) ( 3 )

( 4 )






Earth is stableMan is at the centreGod is in the stars

ToChange

Not ToChange



And given all of this, the old system provided good astrology, good astrology was a central tenet for many astronomers




( 1 )

( 2 ) ( 3 )

( 4 )







Good astrology

ToChange

Not ToChange



Let me remind you; we think what we experienceand we experience what we think




( 1 )

( 2 ) ( 3 )

( 4 )







Good astrology

ToChange

Not ToChange



These are the layers of resistance, sorted through the change matrix, into 4 fundamental quadrants




( 1 )

( 2 ) ( 3 )

( 4 )







Good astrology

ToChange

Not ToChange



Let’s go to the Next Step – Step 4




( 1 )

( 2 ) ( 3 )

( 4 )







Good astrology

ToChange

Not ToChange


Layers of Resistance & The Cloud

Step 4: Identify the conceptual difference between the reality that was improved and the area left untouched.




Both the systemic cloud and the layers of resistance, each in isolation, and also by switching between them, offered a degree of understanding of organizational problems, and of their solutions, that had never been attained before.




Both the systemic cloud and the layers of resistance, each in isolation, and also by switching between them, offered a degree of understanding of organizational problems, and of their solutions, that had never been attained before. However, once we recognize that these two entities are intimately interrelated then they become one and the same and offer incredible insight



How, then, do we map this matrix and its contents onto the cloud?




( 1 )

( 2 ) ( 3 )

( 4 )







Good astrology

ToChange

Not ToChange



This is something that vexed me for quite some time!




( 1 )

( 2 ) ( 3 )

( 4 )







Good astrology

ToChange

Not ToChange



The solution – in hindsight – was simpleLet’s have a look




( 1 )

( 2 ) ( 3 )

( 4 )







Good astrology

ToChange

Not ToChange



The upper-left and lower-right quadrants are more about the system than the individual




( 1 )

( 2 ) ( 3 )

( 4 )







Good astrology

ToChange

Not ToChange



They are about the problem and the solution in a non-personal, or mechanical, or technological sense




( 1 )

( 2 ) ( 3 )

( 4 )







Good astrology

ToChange

Not ToChange



And we have a place for exactly these types of things in the systemic cloud, so let’s go there




( 1 )

( 2 ) ( 3 )

( 4 )







Good astrology

ToChange

Not ToChange




directly sense

B

C

A

D’

D


directly sense

These two quadrants are the assumptions for the C-D’ arrow

To learn well



Because of the negatives of the problemBecause of the positives of the solution




directly sense

B

C

A

D’

D


directly sense

Although it is not quite complete …

To learn well



Because of the negatives of the problemBecause of the positives of the solution




directly sense

B

C

A

D’

D


directly sense

… we need to add “not retain” to the problem

To learn well



Because we will not retain the negatives of the problemBecause of the positives of the solution




directly sense

B

C

A

D’

D


directly sense

“Retain” is always about the problem – its meaning is to hold onto what we have

To learn well



Because we will not retain the negatives of the problemBecause of the positives of the solution




directly sense

B

C

A

D’

D


directly sense

And we need to add “gain” to the solution

To learn well



Because we will not retain the negatives of the problemBecause we will gain the positives of the solution




directly sense

B

C

A

D’

D


directly sense

“Gain” is always about the solution – its meaning is to obtain or to secure or to reach to what we don’t yet have

To learn well







directly sense

B

C

A

D’

D


directly sense

Avoiding the current negatives of the problem and attaining the future positives of the solution are all about actions in the future

To learn well







directly sense

B

C

A

D’

D


directly sense

This side of the cloud is about mechanics and technology, it is about the system as a whole, and it is about the future

To learn well



Mechanics & Technology SystemFuture





directly sense

B

C

A

D’

D


directly sense

OK, let’s do the other side

To learn well







The lower-left and upper-right quadrants are more about the individual than the system




( 1 )

( 2 ) ( 3 )

( 4 )







Good astrology

ToChange

Not ToChange



They are about the problem and the solution based upon “attitudes of being”




( 1 )

( 2 ) ( 3 )

( 4 )







Good astrology

ToChange

Not ToChange



And we also have a place for these types of things in the systemic cloud, so let’s go back there




( 1 )

( 2 ) ( 3 )

( 4 )







Good astrology

ToChange

Not ToChange




directly sense

B

C

A

D’

D


directly sense

These two quadrants are the assumptions for the B-D arrow

To learn well



Because of the positives of the problemBecause of the negatives of the solution






directly sense

B

C

A

D’

D


directly sense

We need to add “not gain” to the solution

To learn well



Because of the positives of the problemBecause we do not gain the negatives of the solution






directly sense

B

C

A

D’

D


directly sense

And we need to add “retain” to the problem

To learn well



Because we do retain the positives of the problemBecause we do not gain the negatives of the solution






directly sense

B

C

A

D’

D


directly sense

Retaining the current positives of the problem and avoiding the future negatives of the solution are all about actions in the present

To learn well









directly sense

B

C

A

D’

D


directly sense

This side of the cloud is about attitudes of being, it is about the individual, and it is about the present

To learn well






Attitudes of BeingIndividualPresent




directly sense

B

C

A

D’

D


directly sense

As long as the assumptions of the individual on the B-D side stand, then the cloud remains open …

To learn well










directly sense

B

C

A

D’

D


directly sense

… remember I labelled the assumptions in these two quadrants as “how to cause the change”

To learn well










directly sense

B

C

A

D’

D


directly sense

The assumptions in the personal quadrants are the sufficiency that has previously been missing from our clouds

To learn well









Key points to remember


( 1 )

( 2 ) ( 3 )

( 4 )


ToChange

Not ToChange



Key points to rememberWe want to not retain the problem


( 1 )

( 2 ) ( 3 )

( 4 )


Not Retain

ToChange

Not ToChange



Key points to rememberWe want to gain the solution


( 1 )

( 2 ) ( 3 )

( 4 )


Gain

Not Retain

ToChange

Not ToChange



Key points to rememberWe want to not gain the dissatisfaction with the solution

Not Gain


( 1 )

( 2 ) ( 3 )

( 4 )


Gain

Not Retain

ToChange

Not ToChange



Key points to rememberWe want to retain the satisfaction with the problem

Not Gain


( 1 )

( 2 ) ( 3 )

( 4 )


Gain

Not RetainRetain

ToChange

Not ToChange



Key points to rememberThis is about the system and the future

Not Gain


( 1 )

( 2 ) ( 3 )

( 4 )


Gain

Not RetainRetain

ToChange

Not ToChange



Key points to rememberThis is about the individual and the present

Not Gain


( 1 )

( 2 ) ( 3 )

( 4 )


Gain

Not RetainRetain

ToChange

Not ToChange



I facilitate the cloud’s construction using; “in order to … we must … because …” and accept the assumptions as given.

When the cloud is built I then work over the change matrix

Then we read the change matrix back into the cloud – checking both parts as we go

The earlier assumptions used to build the cloud tend to be “neutral” or “tame” and it is the change matrix that has the real assumptions within it.

The two items together on a page are a superb graphical worksheet – A4


(3) Negative of the solution – Dr’s will be inconvenienced

Effective outcomes for

patients

Have the right space

Have the right care

Patients are often forced to

wait

Patients are not forced to wait

A

B

C

D

D’

(2) Positives Of The Solution

- Treatment commences earlier- Treatment is better- Outcome is better- Staff feel better- Reduced harm

- Discharges can wait- Dr / Nurse inconvenienced- Maintenance of the bed block- Managed complexity- Workload reduces on staff and

ward - Safer for the patient

- Dr’s and Nurses less able to influence their workload

- Discharges and pre-discharge activity has to be planned into normal ward tasks

- Slicker patient movement through the system- Harm might happen- Quality might decrease – Risk might increase

- Treatment delays- Reduced confidence in the system Pt/Staff/Mgmt- Incorrect Treatment, incorrectly timed- Overloaded staff with poor view of workload- Patient injury or harm from delays

(3) Negatives Of The Solution

(4) Positives Of The Problem (1) Negatives Of The Problem

(1) Negative of the problem – harm increases

(2) Positive of the solution – risk will decrease

(4) Positive of the problem – discharges can wait

Malcolm’s Cloud


(3) Negatives of the solution – ___

We are forced to

Successful Hospital

Operation

Local Responsiveness

Global Effectiveness

Maintain TheCurrent

Adhocracy

Implement A Systemic Overview

A

D

(1) Negatives of the problem – ___

(2) Positives of the solution – ___

(4) Positives of the problem – ___

No one else understands our particular situation

Some of us understand the whole situation

B

(2) Positives Of The Solution

- Everything is sweet- We should know that it is not, before it is

not- We are proactive- Our system resilience is greater- Our system has more effective capacity-

- I’m neither responsible nor accountable for the system’s output

- I don’t have to care- I can ignore risks and triggers- -

- You don’t trust us to run our own area- We don’t have enough time now – and

you want even more- Local KPI’s don’t reflect system

requirements-

- We sometimes sub optimise the system- We compromise care/safety- We don’t know about things until it is too

late- We are reactive and value fire-fighting- -

(3) Negatives Of The Solution

(1) Negatives Of The Problem(4) Positives Of The Problem

C D’

Integrated Operations Centre Cloud




directly sense

B

C

A

D’

D


directly sense

To learn well



#4 Because we do retain the positives of the problem#3 Because we do not gain the negatives of the solution


#1 Because we will not retain the negatives of the problem #2 Because we will gain the positives of the solution


Let’s now number the “layers of resistance” as we usually work through them




directly sense

B

C

A

D’

D


directly sense

We tend to jump in at #1, the technical consequence of the problem …

To learn well










directly sense

B

C

A

D’

D


directly sense

… and we “kill” ourselves at #4, the personal consequences of the problem

To learn well










directly sense

B

C

A

D’

D


directly sense

We should not let this happen!

To learn well










directly sense

B

C

A

D’

D


directly sense

We should start our understanding by acknowledging personal satisfaction and security rather than the technical problem …

To learn well










directly sense

B

C

A

D’

D


directly sense

… people first, process second

To learn well










directly sense

B

C

A

D’

D


directly sense

And in a way we do that now. That’s why we use; in order to have B, I am forced to, or I must comply with, or I am compelled

to or I must accept, or I must tolerate D

To learn well










directly sense

B

C

A

D’

D


directly sense

Adding individual “injections” to valid assumptions overcomes resistance…

To learn well










directly sense

B

C

A

D’

D


directly sense

… and invalidating individual erroneous assumptions also overcomes resistance …

To learn well









… but fundamentally …



( 1 )

( 2 ) ( 3 )

( 4 )


Solution


problem

ToChange

Not ToChange



… we need to expand the solution space out into all of the quadrants



( 1 )

( 2 ) ( 3 )

( 4 )


Solution


problem

ToChange

Not ToChange



We can do it, and we’ve just made several fundamental improvements in our understanding



( 1 )

( 2 ) ( 3 )

( 4 )


Solution


problem

ToChange

Not ToChange



OK two more steps to go



( 1 )

( 2 ) ( 3 )

( 4 )


Solution


problem

ToChange

Not ToChange



Next Step – Step 5: Identify the wrong assumption.




The wrong assumption was that there was nothing fundamental about the layers of resistance, that they had no symmetry.





We have now brought symmetry to them through the change matrix.





We have now brought symmetry to them through the change matrix.

In fact we have created an improved management aesthetic.



Last Step – Step 6: The Full Analysis



Last Step – Step 6: The Full Analysis

Applying this new found knowledge;

• We are more able to think clearly• We are more able to demonstrate that reality is inherently simple• We are more able resolve each conflict• We are more able to appreciate that people are good

• And we have so much more yet that we don’t know


Last Word – Col John Boyd/OODA


directly sense

B

C

A

D’

D


directly sense

Where are the “loops”





To learn well




directly sense

B

C

A

D’

D


directly sense

This is the decision cycle of the people with whom we work “with”





To learn well




directly sense

B

C

A

D’

D


directly sense

And this is our decision cycle – we must operate way outside of the loop of the people with whom we work “with”





To learn well


Summing-Up 1/4

We need to recognize that there are 4, and only 4, fundamental layers of resistance – quadrants of the change matrix



( 1 )

( 2 ) ( 3 )

( 4 )


Solution


problem

ToChange

Not ToChange


Summing-Up 2/4

We need to recognize that we have totally ignored one of these – the satisfaction arising from the existing problem



( 1 )

( 2 ) ( 3 )

( 4 )


Solution


problem

ToChange

Not ToChange


Summing-Up 3/4


directly sense

B

C

A

D’

D


directly sense

We need to recognize that our key concepts; the layers of resistance, the change matrix, & the cloud are all interrelated

To learn well








Summing-Up 4/4


directly sense

B

C

A

D’

D


directly sense

And finally; we need to recognise that the layers of resistance exist as assumptions within the cloud – hiding in plain sight

To learn well








References

Thomas Kuhn (1957) The Copernican revolution: planetary astronomy in the development of Western thought. Harvard, 297 pp. Dava Sobel (2011) A more perfect Heaven: how Copernicusrevolutionised the cosmos. Bloomsbury, 273 pp.Jerry Harvey (1988) The Abilene Paradox and other meditations on management. Lexington, 150 pp.Russell Ackoff (1994) The democratic corporation. Oxford, 247 pp. Ray Immelman (2003) Great boss dead boss: how to extract the very best performance from your company and not get crucified in the process. Stewart Philip International, 317 pp.Dee Jacob (2010) It’s not only a buy-in issue: transforming an organization. TOCICO Las Vegas 2010.Eli Goldratt (1996) My saga to improve production. Pamphlet.Efrat Goldratt-Ashlag (2010) The layers of resistance – the buy-in process according to TOC. In Cox and Schleier, Theory of Constraints Handbook. McGraw-Hill, pp 571 - 585.


Biography

Dr Youngman is a scientist in the natural sciences who developed an interest in operations management, Theory of Constraints, and man-made organizational systems. He has obtained substantial TOC-based improvements in medium-sized private companies in New Zealand and large scale publicly-listed companies in Japan. He has a long-standing interest in healthcare and the unique focus and results that TOC brings to it, and has used it throughout a large tertiary hospital.He is the creator and curator of a 750 page website “Introduction To Theory Of Constraints;” commented upon by one professional as “never have I seen such a precise and practical piece of work.”The implementation of the logistical solutions, the development of the use of clouds and explicit/tacit knowledge, are a special interest within this framework.

© Dr Kelvyn Youngman, June 20121 Presented By: Dr Kelvyn Youngman Date: June 2012, Chicago Mars...

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Transcript of © Dr Kelvyn Youngman, June 20121 Presented By: Dr Kelvyn Youngman Date: June 2012, Chicago Mars...