Theory of Constraints Handbook - James Cox Iii [471]
In inner dilemma problems, both needs are the needs of the person facing the dilemma. When moving to the other types of Clouds we will find ourselves dealing with the needs of someone else—a person, an organizational function, or even the business needs. The definition of win-win stays the same—the achievement of both needs.
Step 7. Communicate the solution to the people involved.
We can define TOC as the ability to construct and communicate common sense solutions. Thus far, we have constructed the solution and now we have to consider and plan for implementing it.
In most cases, we need to achieve agreement, involvement, and support of the “other side” (the one who blocks us or conflicts with the actions or decisions we want to take). We define the injection as a win-win solution, but will the other side see the solution in that light? Therefore, we have to prepare carefully how to communicate the problem and the solution so that we get their agreement.
For the inner dilemma, the communication is simple. I just need to agree with myself that solving the problem is important and do what is necessary. Once the injection is in place and the benefit gained from sorting the problem, it reinforces our desire to use the tool more.
In the example, the communication is already an explicit part of the solution as the project manager is planning to have the meeting with Bill. Given that the issue is important and given that very thorough work has been done in developing the solution, it is better that the project manager plans her meeting with Bill.
The meeting has to be brief and focused on the desired outcome. The preparation should include the main points, the sequence, and some thought about potential pitfalls and questions with which she may be confronted.
When dealing with other problems, we will cover more aspects and more options for communicating the solution.
The Cloud is not only a technique; it is also a skill. We recommend practicing it regularly and frequently.
Day-to-Day Conflicts
Let’s move to another very common type of problem—the day-to-day conflicts. These are conflicts between you and somebody else.
Recall the process outline:
Step 1: Identify the type of problem.
Step 2: Write the storyline.
Step 3: Build the Cloud.
Step 4: Check and upgrade the Cloud.
Step 5: Surface assumptions.
Step 6: Construct the solution.
Step 7: Communicate the solution.
Step 1: Identify the type of problem.
You can have different views than someone else; however, as long as you haven’t clashed openly and publicly, you can handle the issue by using the Inner Dilemma Cloud. However, once the conflicting views are in the open, you have a bigger challenge.
To start with, we suggest you address simple conflicts, one-offs and not repeating problems. An employee is late to work is a one-off. However, when the same employee is late more than five times in the last two weeks, lateness starts to show a pattern of a repeating problem that poses an even bigger challenge.
In a day-to-day conflict, there are two definite sides—“Your” side and the “Other” side. The Cloud has a distinct structure as shown in Fig. 24-4.
Reality provides us with many daily conflicts. It is not always possible to take a timeout in the middle of a disagreement or an open conflict in order to analyze the situation and develop a win-win solution. However, if the conflict has been concluded in a way that you find unsatisfactory, you may decide to take the time in the evening and deal with the problem using the Cloud method. The outcome of this effort can be, “Gee, I could have handled this problem better.”
FIGURE 24-4 The general structure of the Day-to-Day Conflict Cloud.
Step 2: Write the storyline.
An example of a day-to-day conflict is described in the first page of The Goal (Goldratt and Cox, 1984)6:
When I finally get everyone calmed down enough to ask what’s going on, I learn that Mr. Peach (the divisional vice-president)