Theory of Constraints Handbook - James Cox Iii [489]
5. Checking and addressing potential negative effects by using the NBR process.
Step 7: Communicate the solution—The U-Shape provides an approach to communication. It captures all the knowledge that is relevant for the suggested solution. A manager who has done all the homework and has the understanding of the U-Shape can handle all comments and reservations from any person whose collaboration and support is needed. The U-Shape provides the base for a justifiable confidence of the manager in the suggested solution.
We can conclude that the process that was suggested for solving problems using the Cloud method is parallel to the methodology presented in the U-Shape. Yet there is one more element to add to constructing the solution—the NBR. This is covered in the next section.
Strengthening the Solutions—Dealing with NBRs
We have used the Cloud method to analyze the problem and to come up with a breakthrough solution—the injection. The solution that we constructed for the problem is checked for win-win, which means that we understand and can communicate the logic that supports the claim that the injection will bring the expected results and a higher performance of the system. Now that we have a potentially good solution, we should take another step—checking, addressing, and removing negative ramifications that may arise after the solution is successfully in place.
When presenting the solution to people who are closely involved with the issue, we may be confronted with Layer 4 of buy-in which stems from the fear that this good injection will also have negative side effects. This is called the NBR. As the logic of the solution is presented as a Future Reality Tree (FRT), the potential negative outcome is called a “branch” as if it was a “bad” branch that is growing to the side of the tree and destroys the nice shape of the good solution.
For daily problem solving, the Negative Branch Reservation (NBR) is used for:
1. Strengthening an injection to a Cloud—when you develop the solution and you feel that it may have some negative outcomes in the future.
2. Preparing and handling perceived negative side effects of an injection—one or more people who are directly involved with the problem and the solution may feel that the suggested injection can have a negative effect on them or their ability to perform their jobs.
Dealing with a Half-Baked Solution
When someone reporting to you suggests an improvement idea that you recognize is a half-baked solution, how do you deal with his suggestion?16 You can’t say yes as it is not that good, but you can’t say no as you do not want to offend a person who wants to contribute and participate in the process of continuous improvement.
The Process of Handling the Negative Branch
Step 1: Write the injection and its identified possible negative outcome in the form of a logical diagram. Place the injection at the bottom of the page and the negative outcome at the top and check the logic by reading up from the injection: “If [injection] then [negative outcome].”
Step 2: Surface the logical arguments supporting your claim why the negative outcome is likely to happen by stating, “If [injection] then [negative outcome] BECAUSE”
Write down what will follow after BECAUSE as separate entities and decide if each new entity is something that exists now in your reality or something that will exist in the future as a result of this injection.
Step 3: If the new entity states something that will happen as a result of the injection, place this entity in between the injection at the bottom and its perceived negative outcome at the top. Now you are developing the “backbone” or “spine” of the branch. If the new entity states something that exists in your environment already, move straight to Step 4.
Step 4: