Theory of Constraints Handbook - James Cox Iii [392]
The LTP is perhaps the most powerful system-level policy analysis tool ever conceived. Strategy development and refinement is very much concerned with policy analysis, since strategic prescriptions inevitably take the form of policies to some degree. Consequently, the use of the LTP as a strategy development and deployment tool can’t be reinforced too strongly.
Merging the framework provided by the OODA loop with the trees of the LTP provide a “power boost” for organizations of any stripe—commercial, not-for-profit, or government agency—in helping them achieve their goals. If such organizations exist in a “zero sum” environment (a gain for them is a loss for some other group), this kind of assist can spell the difference between success and failure.
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About the Author
William Dettmer is senior partner at Goal Systems International, providing consulting and training on established applications of constraint management tools in both manufacturing and services with Fortune 500 and other companies. He has developed new applications for constraint theory, principles, and tools. Dettmer has deep experience in logistics, project planning and execution, and contracting/procurement and has had direct responsibility for project management, logistics planning, government contracting, system design, financial management, productivity improvement, idea generation, team building, strategic planning, and customer-supplier relations. He is the author of seven books on constraint management and system improvement.
CHAPTER 20
The Layers of Resistance—The Buy-In Process According to TOC
Efrat Goldratt-Ashlag
Introduction
Sitting in a crowded airport lounge not long ago, I overheard a discussion between two men regarding a proposed change in their organization. The first man was making a real effort to convince his colleague to go along with the change. The colleague was clearly not thrilled about the idea, and began raising objection after objection. As soon as the first man addressed those concerns, his colleague was either ready with a new objection or, worse, insisted on rehashing a problem the two had already discussed. As the men grew more and more irritated with one another, all I could think of was how I wished these guys were familiar with the Layers of Resistance—that might have given them a chance to get somewhere instead of going around in circles.
When