© Dr Kelvyn Youngman, Nov 20141 A Simpler Way Session Two From Dilemma To Transcendence.

© Dr Kelvyn Youngman, Nov 2014 1

A Simpler WaySession Two

From Dilemma To Transcendence



Conflict Dilemma Transcendence

Exacerbate/Stagnate/Alleviate Oscillate Eliminate

DidacticDialectic

• Welcome back today, the 6th of December, and the second of two webinars on clouds and their matrices

• And if you are joining us today for the first time – then doubly welcome





DidacticDialectic

• In the previous webinar, we journeyed through “conflict” and we examined the ways that we exacerbate, stagnate, and alleviate these issues

• We then worked our way through to 3rd person dilemma, defined a key distinction between conflict and dilemma, and introduced the concept of oscillation within a dilemma





DidacticDialectic

• Today we will pick up with oscillation once again, and greatly develop it to show how it keeps us within a dilemma, and then show how we can transcend the dilemma and eliminate the oscillation with a unique and systemic solution built around a senior organizing principle

• We will do this not once, but twice …





DidacticDialectic

• In the first instance, we will use the example of the dieter’s dilemma from Robert Fritz’ The Path of Least Resistance. I will use a lot of Fritz’ language in our discussion

• Fritz developed a structural methodology that is very similar to a local conflict cloud• Fritz also developed a senior structure that sounds very much like our systemic cloud but

he didn’t draw it out. However we will, using Gregory Bateson and an old Economist article as our guides





DidacticDialectic

• In the second instance, we will use the example of the batch-sizing dilemma from Eli Goldratt to reiterate this process

• I will argue and illustrate how I believe Goldratt developed a systemic solution to this perennial problem and then worked it back into a local cloud for presentation





DidacticDialectic

• In a moment we will look at a brief outline of today’s content• This is followed by something of a preamble (or maybe its just my excuse for a ramble)• And once again, your job is to watch the screen, things will change there when you least

expect. My job is to read the script, so please don’t distract yourself with that



Outline

• Dieting: the dilemma from Robert Fritz, the transcendent solution

• Transcendent Solutions: layers of resistance, tension-resolution and oscillation, reactive-responsive orientation, satisfaction and security, conflict manipulation

• Batch Sizing: big batch-small batch dilemma from Eli Goldratt, the transcendent solution

• Senior Structures: oscillation or advancement, emergence, the senior organizing principle



Outline

• Dieting: the dilemma from Robert Fritz, the transcendent solution

• Transcendent Solutions: layers of resistance, tension-resolution and oscillation, reactive-responsive orientation, satisfaction and security, conflict manipulation

• Batch Sizing: big batch-small batch dilemma from Eli Goldratt, the transcendent solution

• Senior Structures: oscillation or advancement, emergence, the senior organizing principle

This is to remind me that although the dieting and batch-sizing dilemmas are original and central to my argument, these other aspects have greatly grown in importance since



Senge – In the Forward to Robert Fritz (1999) The Path of Least Resistance for Managers:

There is no substitute for discipline and self-control. Many have artistic talent but never develop that talent because they lack the required discipline. Discipline is not "natural" in the sense that it occurs without effort. Discipline is focused effort, guided by principles and practical tools. The discipline that is lacking in most organization is evident by the fact that everyone is busy fixing problems, and few are seeking to understand what is really going on. We would rather just fix things now and then deal with the next problems once we "get there." Often, it doesn't even seem that there is an alternative. If anything, reactiveness in organizations has grown as a way of life … . This reactiveness just increases the tendency for structural conflicts to dominate – because no one has the time for the reflection and serious conversations to make it otherwise.



Goldratt identified three contributing factors towards this lack of time being the constraint to a system, which I will paraphrased here as;

1. Our fear of complex systems which drives us to dissect them into sub-systems, diverting management attention to chase these local optima which are not in line with the global objectives

2. Our fear of the uncertain which drives us to finer and finer resolutions, diverting management attention to optimize within the noise

3. Our fear of conflicts which drives us to avoid their resolution, diverting management attention to constantly struggle between unacceptable compromises




1. Our fear of complex systems which drives us to dissect them into sub-systems, diverting management attention to chase these local optima which are not in line with the global objectives – dependency: agents & environment

2. Our fear of the uncertain which drives us to finer and finer resolutions, diverting management attention to optimize within the noise


Maybe the first point is really about dependency, the interaction between agents, and agents and the environment: non-linear cause and effect separated in time and space





2. Our fear of the uncertain which drives us to finer and finer resolutions, diverting management attention to optimize within the noise – variability


Maybe the second point is really about variability, the apparently indeterminate nature of many things – the inability to know exactly what will happen and exactly when






3. Our fear of conflicts which drives us to avoid their resolution, diverting management attention to constantly struggle between unacceptable compromises – interaction of the two above

And maybe the third point is essentially about the interaction of the first two points, and it really should come first







If you disbelieve the third point, consider this quote from a famous CEO by Peter Senge in Robert Fritz’ The Path of Least Resistance for Managers ….







"I have never been around a corporation where at least two-thirds of management's attention wasn't devoted to making one another feel OK."







We can address the third point, and thereby the first and second points. We do have the principles and we do have the necessary practical tools to guide us







Let’s start to examine these, and a slide or two before the end, I will remind you that we do have the practical tools to achieve this – in fact, we will have worked right through with them


DietingThe Dilemma



Robert Fritz showed a dieter’s dilemma, something that he referred to as a very basic tension-resolution system …

Hungry

Tension

EatHungry



If we are hungry we must eat …

Tension Resolution

EatHungry

Overweight



… however, if we eat, we may become overweight …

Tension Resolution

EatHungry

Not EatOverweight



… and this new tension is resolved by not eating …

Tension Resolution

EatHungry

Not EatOverweight



… which of course is in conflict with the tension of being hungry in the first place

Tension Resolution

EatHungry

Not EatOverweight



“these two simple tension-resolution systems form a complex relationship”

Tension Resolution

EatHungry

Not EatOverweight



Of course, to us, this looks exactly like a local cloud, although we need to change things around just a little …

Tension Resolution

EatHungry

Not EatOverweight



We need to turn two of the arrows around …

Tension Resolution

EatHungry

Not EatOverweight



And there is no common objective presented, but let’s leave that exactly as it is for the moment …

Tension Resolution

Common Objective

EatHungry

Not EatOverweight



… and let’s replace the jeopardy arrows with a set of conflict arrows

Tension Resolution

Common Objective

EatNot Be Hungry

Not EatNot Be Overweight



And as a consequence we need to change the wording a little too …

Tension Resolution

Common Objective

EatNot Be Hungry




The tensions are now positive …

Tension Resolution

Common Objective

EatNot Be Hungry




The tension and resolution become the needs and the wants of our objective, or the requisites and the pre-requisites of our objective …

Needs Wants

Common Objective

EatNot Be Hungry




It now reads that in order to not be hungry we must eat …

Needs Wants

Common Objective

In order to … We must …

EatNot Be Hungry




And, on the other hand, in order to not be overweight we must not eat …

Needs Wants

Common Objective



EatNot Be Hungry




Eating and not eating are in direct conflict with one another …

Needs Wants

Common Objective Conflict

EatNot Be Hungry




Our local cloud and what Fritz calls a structural conflict, are one and the same

Needs Wants

Common Objective Conflict

EatNot Be Hungry




Now, if you think that the conflict might settle down to a compromise or an optimized setting, then you are wrong …

Needs Wants

Common Objective Compromise or Optimize

EatNot Be Hungry




As dieters well know, they get hungry and seek resolution by eating more, then oscillate and seek resolution by eating less

Needs Wants


EatNot Be Hungry




Backwards and forwards they go: eating more, then eating less, then eating more again, and then eating less again

Needs Wants


EatNot Be Hungry




So let’s be very clear about this and write it in; we must oscillate

Needs Wants

Common Objective We must oscillate between ...

EatNot Be Hungry




And now let’s also add-in a common objective, something simple, let’s tryto “be healthy”

Needs Wants

Be Healthy We must oscillate between ...

EatNot Be Hungry




In order to be healthy, I must not be hungry, and on the other hand, in order to be healthy, I must not be overweight – does that make sense?

Needs Wants


EatNot Be Hungry




Fritz argues that this is a structural conflict; that is, the conflict is built-in, that it is unresolvable, and that we are forced instead to oscillate within it – a dilemma no less

Needs Wants


EatNot Be Hungry




If you don’t believe me, then ask any dieter!

Needs Wants


EatNot Be Hungry




Fritz also argues that we must transcend this structural conflict, to a “senior structure,” but he does not show how to do it

Needs Wants


EatNot Be Hungry




But we can show how to do it because the senior structure and the systemic cloud are one and the same, let’s have a look, first however, …

Needs Wants




The path of least resistance is the oscillation that we experience when we constantly compromise between the conflicted entities of two local wants: a little in one direction, then a little in the other direction, backwards and forwards, backwards and forwards. For instance, making batches bigger which extends lead time, followed by making batches smaller which decreases production, and so it goes.

The way out of this structural trap is “transcendence.” Now, for me, this immediately evokes images of “smoky” scenes of 1960s California, something that I was far too young to appreciate that I was missing at the time – and a vast ocean away, in any case. But it also means more than that too.

It means a different and more creative way of thinking – a more systemic way of thinking. Transcendent, or senior, structures are systemic clouds, but by a different name.

EatNot Be Hungry




So, how do we get from a local cloud to a systemic cloud?

Needs Wants


And

??????



Well, what I do, is fold the two arms of our structural conflict up into one new dual-arm within a systemic cloud, our new senior structure …

Needs Wants

Be Healthy

Not Be Overweight

Not Be Hungry Eat Food

And

In order to … We must oscillate between ...

Not Eat Food

And

??????



… and I will call this new dual-arm and its predecessor cloud the “junior structure.” Let’s read it through

Needs Wants

Be Healthy

Not Be Overweight


And


Not Eat Food

And

??????



In order to be healthy, I must not be hungry and I must not be overweight …

Needs Wants

Be Healthy

Not Be Overweight


And


Not Eat Food

And

??????



And in order to be so, I am forced to oscillate between eating food and not eating food

Needs Wants

Be Healthy

Not Be Overweight


And


Not Eat Food

And

??????



Remember that a dilemma is a logical “AND” structure. We want both sides and that is exactly what we have here

Needs Wants

Be Healthy

Not Be Overweight


And


Not Eat Food

And

??????



Here is the test: a conflict is an either-or structure: either this or that, whereas a dilemma is a both-and structure: both this and that

Needs Wants

Be Healthy

Not Be Overweight


And


Not Eat Food

And

??????



What then is the transformational or transcendent need, and the transformational or transcendent want, that will satisfy this structure and resolve this conflict?

Needs Wants

Be Healthy

Not Be Overweight


And


Not Eat Food


DietingTranscendent Solution

And

???Set/Superset



The need of the “C” of a systemic cloud must always be a set or rather a superset of entities …

Needs Wants

Be Healthy

Not Be Overweight


And


Not Eat Food

And

???Set/Superset



It must include all of the entities of the “B” of the upper arm and usually something else that we haven’t yet considered

Needs Wants

Be Healthy

Not Be Overweight


And


Not Eat Food

And

???Set/Superset



Moreover, and this is where Gregory Bateson steps in …

Needs Wants

Be Healthy

Not Be Overweight


And


Not Eat Food

And

???Relationship



It must consider not just these entities in their own right, but also the relationships between all of these things – the interrelationships

Needs Wants

Be Healthy

Not Be Overweight


And


Not Eat Food

And

???Relationship



For me, the key to this problem comes from an Economist article; “What’s Cooking” which addresses the interrelationship between brain size and cooked food

Needs Wants

Be Healthy

Not Be Overweight


And


Not Eat Food

And

???Relationship



We need to cook food to meet the energy requirements of our large brains …

Needs Wants

Be Healthy

Not Be Overweight


And


Not Eat Food

And

???Relationship



… because a significant part of the energy balance of uncooked food is required to digest the food

Needs Wants

Be Healthy

Not Be Overweight


And


Not Eat Food

And

???Apply Relationship Between Food And

Energy



So let’s put this in the “C”

Needs Wants

Be Healthy

Not Be Overweight


And


Not Eat Food

And

???Apply Relationship Between Food And

Energy



It is very hard for people on a so-called Palaeolithic diet to put on weight: because such diets are largely uncooked

Needs Wants

Be Healthy

Not Be Overweight


And


Not Eat Food

And

Eat Raw Food AndNot Eat Cooked

Food

Apply Relationship Between Food And

Energy



And that gives us the solution for our transcendent want: eat raw food and not eat cooked food

Needs Wants

Be Healthy

Not Be Overweight


And


Not Eat Food

And


Food


Energy



Does that address our oscillation? Yes it does. You can eat until you are sated and yet not put on weight

Needs Wants

Be Healthy

Not Be Overweight


And


Not Eat Food

And


Food


Energy



So let’s remove the oscillation

Needs Wants

Be Healthy

Not Be Overweight

Not Be Hungry

And


Food


Energy



This is my interpretation of the Fritz senior structure for this problem, and my particular solution to it, which is just one of several possible such solutions

Needs Wants

Be Healthy

Not Be Overweight

Not Be Hungry

And


Food


Energy



It is also a solved systemic cloud

Needs Wants

Be Healthy

Not Be Overweight

Not Be Hungry

And


Food



The senior need is of a higher logical type than the initial problem

Needs Wants

Be Healthy

Not Be Overweight

Not Be Hungry


Energy

And


Food



The senior need addresses the initial problem and more, it also addresses the relationships and interrelationships between things

Needs Wants

Be Healthy

Not Be Overweight

Not Be Hungry


Energy

And


Food


Energy



Now let’s whoa up a bit

Needs Wants

Be Healthy

Not Be Overweight


And


Not Eat Food

And


Food


Energy



Just because we can solve the problem doesn’t mean that we will or that we even want to in actuality

Needs Wants

Be Healthy

Not Be Overweight


And


Not Eat Food

And


Food


Energy



Consider Palaeolithic Europe: there were probably parsnips and broad beans, but there were certainly no capsicums, or tomatoes, or potatoes, or maize, or pumpkin

Needs Wants

Be Healthy

Not Be Overweight


And


Not Eat Food

And


Food


Energy



Needs Wants

Be Healthy

Not Be Overweight


And


Not Eat Food

Choose your Palaeolithic carefully, it is almost impossible to imagine that such a different environment could have existed – and yet that is why it is transcendent

And


Food


Energy



Fritzian oscillation and purposeful conflict manipulation can work to keep attention focused within the upper dual-arm …

Needs Wants

Be Healthy

Not Be Overweight


And


Not Eat Food

And


Food


Energy



And our own work on understanding change still applies to both sides of this cloud, explaining why people might be reluctant to transcend to the lower systemic arm

Needs Wants

Be Healthy

Not Be Overweight


And


Not Eat Food

And


Food


Energy



We will explore this in much greater detail in a moment

Needs Wants

Be Healthy

Not Be Overweight


And


Not Eat Food

And


Food


Energy



But we now understand the relationships between the junior and senior structures

Needs Wants

Be Healthy

Not Be Overweight


And


Not Eat Food



Now, why did I do that? I did it to show that Fritz uses just two types of clouds: two structures, one junior and one senior: local and global

I did that to show that we can graphically solve Fritz’ senior structure as a systemic cloud, whereas he limited himself graphically to the partial development of his junior, structural conflict.

I also did this as a pro forma for Goldratt’s batch-sizing dilemma because he too developed this at the level of a local cloud and did not fully transform or transcend to a systemic cloud and solution. And that is exactly what we are going to do in a short while, but first we need to tease out several further and important aspects. These are: the layers of resistance, tension-resolution and oscillation, the reactive-responsive orientation, satisfaction and security, and conflict manipulation.

To do this, we need to recombine the cloud with the matrices once more. So let’s do that.


Transcendent SolutionsLayers of Resistance

Part’sBenefits

System’s WantSystem’s Need

First Part'sIntent

Part’sDetriments

Second Part'sIntent

First Part'sImpact



Here we have our generalized junior and senior structures and, for the first time, their matrices as well …

And to avoid the system’s impact

Because of the part’s intent

Second Part'sImpact

System’sIssues

System’sOutcomes

System’s Proposal

Dilemma

1st Part’s Need

2nd Part’s Need 2nd Part’s Want

AndAnd

In order to …

Because of the system’s intent

And to avoid the part’s impact

One

Sta

teC

hang

eD

on’t

Cha

nge

Ano

the

r S

ate

We must oscillate between ...

1st Part’s Want

Common Objective

Part’sBenefits


First Part'sIntent

Part’sDetriments

Second Part'sIntent

First Part'sImpact



… we have a folded-up local cloud in the upper dual-arm, and we have a systemic cloud in the form of the upper dual-arm and the lower arm



Second Part'sImpact

System’sIssues

System’sOutcomes

System’s Proposal

Dilemma

1st Part’s Need


AndAnd

In order to …



One

Sta

teC

hang

eD

on’t

Cha

nge

Ano

the

r S

ate


1st Part’s Want

Common Objective

Part’sBenefits


First Part'sIntent

Part’sDetriments

Second Part'sIntent

First Part'sImpact



Currently this whole system is in structural tension, which is why we are going to address the layers of resistance …



Second Part'sImpact

System’sIssues

System’sOutcomes

System’s Proposal

Dilemma

1st Part’s Need


AndAnd

In order to …



One

Sta

teC

hang

eD

on’t

Cha

nge

Ano

the

r S

ate


1st Part’s Want

Common Objective

Part’sBenefits


First Part'sIntent

Part’sDetriments

Second Part'sIntent

First Part'sImpact



… we want to move to structural resolution, we have seen how to do so in the dieting example. But let’s look at the generalised case in a little more detail here



Second Part'sImpact

System’sIssues

System’sOutcomes

System’s Proposal

Dilemma

1st Part’s Need


AndAnd

In order to …



One

Sta

teC

hang

eD

on’t

Cha

nge

Ano

the

r S

ate


1st Part’s Want

Common Objective

Part’sBenefits


First Part'sIntent

Part’sDetriments

Second Part'sIntent

First Part'sImpact



Firstly, though, this is our transformation matrix from the previous session – you see, it does have a practical purpose!



Second Part'sImpact

System’sIssues

System’sOutcomes

System’s Proposal

Dilemma

1st Part’s Need


AndAnd

In order to …



One

Sta

teC

hang

eD

on’t

Cha

nge

Ano

the

r S

ate


1st Part’s Want

Common Objective

Part’sBenefits


First Part'sIntent

Part’sDetriments

Second Part'sIntent

First Part'sImpact



When I first drew this cloud structure with the upper dual-arm in late 2012, I did not know how to handle this matrix …



Second Part'sImpact

System’sIssues

System’sOutcomes

System’s Proposal

Dilemma

1st Part’s Need


AndAnd

In order to …



One

Sta

teC

hang

eD

on’t

Cha

nge

Ano

the

r S

ate


1st Part’s Want

Common Objective

Part’sBenefits


First Part'sIntent

Part’sDetriments

Second Part'sIntent

First Part'sImpact



… I could fold the cloud, I did not know how to fold the matrix – now I do



Second Part'sImpact

System’sIssues

System’sOutcomes

System’s Proposal

Dilemma

1st Part’s Need


AndAnd

In order to …



One

Sta

teC

hang

eD

on’t

Cha

nge

Ano

the

r S

ate


1st Part’s Want

Common Objective

Part’sBenefits


First Part'sIntent

Part’sDetriments

Second Part'sIntent

First Part'sImpact



Let’s fade this out again, we will examine the dynamics of this matrix to exhaustion in the next few sections – I promise you that


Second Part'sImpact

System’sIssues

System’sOutcomes

System’s Proposal

Dilemma

1st Part’s Need


AndAnd

In order to …


One

Sta

teC

hang

eD

on’t

Cha

nge

Ano

the

r S

ate


1st Part’s Want

Common Objective

Part’sBenefits


First Part'sIntent

Part’sDetriments

Second Part'sIntent

First Part'sImpact



For the moment, be aware that our inattentive parts may be more interested in the dialectic of their own dilemma, or even of their conflict, within the upper dual-arm …


Second Part'sImpact

System’sIssues

System’sOutcomes

System’s Proposal

Dilemma

1st Part’s Need


AndAnd

In order to …


One

Sta

teC

hang

eD

on’t

Cha

nge

Ano

the

r S

ate


1st Part’s Want

Common Objective

Part’sBenefits


First Part'sIntent

Part’sDetriments

Second Part'sIntent

First Part'sImpact



… than in our splendid didactic or systemic or transcendent solution within the lower arm


Second Part'sImpact

System’sIssues

System’sOutcomes

System’s Proposal

Dilemma

1st Part’s Need


AndAnd

In order to …


One

Sta

teC

hang

eD

on’t

Cha

nge

Ano

the

r S

ate


1st Part’s Want

Common Objective

Part’sBenefits


First Part'sIntent

Part’sDetriments

Second Part'sIntent

First Part'sImpact



We, however, want to do something transcendent in order to remove the current negative issues, and to bring into existence new positive outcomes …


Second Part'sImpact

System’sIssues

System’sOutcomes

System’s Proposal

Dilemma

1st Part’s Need


AndAnd

In order to …


One

Sta

teC

hang

eD

on’t

Cha

nge

Ano

the

r S

ate


1st Part’s Want

Common Objective

Part’sBenefits


First Part'sIntent

Part’sDetriments

Second Part'sIntent

First Part'sImpact



… both of these actions constitute positive intent


Second Part'sImpact

System’sIssues

System’sOutcomes

System’s Proposal

Dilemma

1st Part’s Need


AndAnd

In order to …


One

Sta

teC

hang

eD

on’t

Cha

nge

Ano

the

r S

ate


1st Part’s Want

Common Objective

Part’sBenefits


First Part'sIntent

Part’sDetriments

Second Part'sIntent

First Part'sImpact



However, we may be blind to the fact that some of the current benefits of the parts may be lost with the change, or at least be perceived or feared to be lost …


Second Part'sImpact

System’sIssues

System’sOutcomes

System’s Proposal

Dilemma

1st Part’s Need


AndAnd

In order to …


One

Sta

teC

hang

eD

on’t

Cha

nge

Ano

the

r S

ate


1st Part’s Want

Common Objective

Part’sBenefits


First Part'sIntent

Part’sDetriments

Second Part'sIntent

First Part'sImpact



… and, moreover, that new negative detriments may be acquired


Second Part'sImpact

System’sIssues

System’sOutcomes

System’s Proposal

Dilemma

1st Part’s Need


AndAnd

In order to …


One

Sta

teC

hang

eD

on’t

Cha

nge

Ano

the

r S

ate


1st Part’s Want

Common Objective

Part’sBenefits


First Part'sIntent

Part’sDetriments

Second Part'sIntent

First Part'sImpact



Avoidance of these two negative impacts is manifestly positive and cements into place the current wants of the parts; we swap to a green arrow of positive intent


Second Part'sImpact

System’sIssues

System’sOutcomes

System’s Proposal

Dilemma

1st Part’s Need


AndAnd

In order to …


One

Sta

teC

hang

eD

on’t

Cha

nge

Ano

the

r S

ate


1st Part’s Want

Common Objective

Part’sBenefits


First Part'sIntent

Part’sDetriments

Second Part'sIntent

First Part'sImpact



Let’s reiterate what the matrix is telling us here – it is the detail, the sufficiency, that underlies the entities within the cloud and their overarching necessity


Second Part'sImpact

System’sIssues

System’sOutcomes

System’s Proposal

Dilemma

1st Part’s Need


AndAnd

In order to …


One

Sta

teC

hang

eD

on’t

Cha

nge

Ano

the

r S

ate


1st Part’s Want

Common Objective

Part’sBenefits

No CompromiseSystem’s Need

First Part'sIntent

Part’sDetriments

Second Part'sIntent

First Part'sImpact



Now, please, don’t get bogged down; the detail of the compromise is not the issue, rather it is the dynamics, it is the very existence of the compromise, that we must address


Second Part'sImpact

Compromise

System’sOutcomes

System’s Proposal

Dilemma

Part’s Need

Part’s Need Compromise

AndAnd

In order to …


One

Sta

teC

hang

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on’t

Cha

nge

Ano

the

r S

ate


Compromise

Common Objective

Part’sBenefits

No CompromiseSystem’s Need

First Part'sIntent

Part’sDetriments

Second Part'sIntent

First Part'sImpact



In Goldratt’s language, the compromise is the problem and it diverts our attention away from the real issues


Second Part'sImpact

Compromise

System’sOutcomes

System’s Proposal

Dilemma

Part’s Need


AndAnd

In order to …


One

Sta

teC

hang

eD

on’t

Cha

nge

Ano

the

r S

ate


Compromise

Common Objective

Part’sBenefits

AdvanceSystem’s Need

First Part'sIntent

Part’sDetriments

Second Part'sIntent

First Part'sImpact



In Fritz’ language, the oscillation between the compromises is the problem and it traps us here within this diversion


Second Part'sImpact

Oscillate

System’sOutcomes

System’s Proposal

Dilemma

Part’s Need


AndAnd

In order to …


One

Sta

teC

hang

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on’t

Cha

nge

Ano

the

r S

ate


Compromise

Common Objective

Part’sBenefits

AdvanceSystem’s Need

First Part'sIntent

Part’sDetriments

Second Part'sIntent

First Part'sImpact



And the solution to this lies within our “systemic C” or Fritz’ “senior organizing principle,” they are the same thing


Second Part'sImpact

Oscillate

System’sOutcomes

System’s Proposal

Dilemma

Part’s Need


AndAnd

In order to …


One

Sta

teC

hang

eD

on’t

Cha

nge

Ano

the

r S

ate


Compromise

Common Objective

Part’sBenefits

No ConflictSystem’s Need

First Part'sIntent

Part’sDetriments

Second Part'sIntent

First Part'sImpact



If we haven’t reached a dilemma and we are still stuck within a conflict, then the same logic applies: the conflict is the problem


Second Part'sImpact

Conflict

System’sOutcomes

System’s Proposal

Dilemma

Part’s Need

Part’s Need Conflict

AndAnd

In order to …


One

Sta

teC

hang

eD

on’t

Cha

nge

Ano

the

r S

ate


Conflict

Common Objective

Part’sBenefits


First Part'sIntent

Part’sDetriments

Second Part'sIntent

First Part'sImpact



There are current problems or issues that the system is aware of that are tolerated by the parts because of benefits that the parts accrue as a consequence


Second Part'sImpact

System’sIssues

System’sOutcomes

System’s Proposal

Dilemma

Part’s Need

Part’s Need Part’s Want

AndAnd

In order to …


One

Sta

teC

hang

eD

on’t

Cha

nge

Ano

the

r S

ate


Part’s Want

Common Objective

Part’sBenefits


First Part'sIntent

Part’sDetriments

Second Part'sIntent

First Part'sImpact



And there are future improvements that the system desires that are opposed to by the parts because of the perceived detriments that they may acquire as a consequence


Second Part'sImpact

System’sIssues

System’sOutcomes

System’s Proposal

Dilemma

Part’s Need


AndAnd

In order to …


One

Sta

teC

hang

eD

on’t

Cha

nge

Ano

the

r S

ate


Part’s Want

Common Objective

Part’sBenefits


First Part'sIntent

Part’sDetriments

Second Part'sIntent

First Part'sImpact



Of course any proper process – nemawashi springs to mind – would seek to avoid this state of affairs, and in fact, the ideal “destination” would involve one more step …


Second Part'sImpact

System’sIssues

System’sOutcomes

System’s Proposal

Dilemma

Part’s Need


AndAnd

In order to …


One

Sta

teC

hang

eD

on’t

Cha

nge

Ano

the

r S

ate


Part’s Want

Common Objective




… here there simply is no negative impact to avoid and the parts fully subordinate to the system as a whole

System’sIssues

System’sOutcomes

System’s Proposal

Part’s Need

Part’s Need

And


Cha

nge

Don

’t C

han

ge

Common Objective




Taken one step further this is actually how it would look …

System’sIssues

System’sOutcomes

System’s ProposalPart’s Need

Part’s Need


Cha

nge

Don

’t C

han

ge

Common Objective




… and one step further still

System’sOutcomes


Part’s Need


Cha

nge

Don

’t C

han

ge

Common Objective




System’sOutcomes


Part’s Need


Cha

nge

Don

’t C

han

ge

Common Objective

The structural tension is completely resolved

Part’sBenefits


First Part'sIntent

Part’sDetriments

Second Part'sIntent

First Part'sImpact



Returning to the full diagram, there is only one positive intent, the didactic of the whole, and there is only one negative impact, that of the system upon the parts


Second Part'sImpact

System’sIssues

System’sOutcomes

System’s Proposal

Dilemma

Part’s Need


AndAnd

In order to …


One

Sta

teC

hang

eD

on’t

Cha

nge

Ano

the

r S

ate


Part’s Want

Common Objective

Part’sBenefits


First Part'sIntent

Part’sDetriments

Second Part'sIntent

First Part'sImpact



We need to peel back the layers of understanding to this transcendent and systemic solution, and we do that as follows …


Second Part'sImpact

System’sIssues

System’sOutcomes

System’s Proposal

Dilemma

Part’s Need


AndAnd

In order to …


One

Sta

teC

hang

eD

on’t

Cha

nge

Ano

the

r S

ate


Part’s Want

Common Objective

Part’sBenefits


First Part'sIntent

Part’sDetriments

Second Part'sIntent

First Part'sImpact



The parts need to understand the problem as seen by the whole system, not just their part’s view …


Second Part'sImpact

System’sIssues

System’sOutcomes

System’s Proposal

Dilemma

Part’s Need


AndAnd

In order to …


One

Sta

teC

hang

eD

on’t

Cha

nge

Ano

the

r S

ate


Part’s Want

Common Objective

1

Part’sBenefits


First Part'sIntent

Part’sDetriments

Second Part'sIntent

First Part'sImpact



The parts need to understand the outcomes and the causal solution as seen by the whole system, not just by their part’s view …


Second Part'sImpact

System’sIssues

System’sOutcomes

System’s Proposal

Dilemma

Part’s Need


AndAnd

In order to …


One

Sta

teC

hang

eD

on’t

Cha

nge

Ano

the

r S

ate


Part’s Want

Common Objective

1

2

Part’sBenefits


First Part'sIntent

Part’sDetriments

Second Part'sIntent

First Part'sImpact



And heck, the measurement system needs to reflect this too – otherwise we simply create dysfunction


Second Part'sImpact

System’sIssues

System’sOutcomes

System’s Proposal

Dilemma

Part’s Need


AndAnd

In order to …


One

Sta

teC

hang

eD

on’t

Cha

nge

Ano

the

r S

ate


Part’s Want

Common Objective

1

2

Part’sBenefits


First Part'sIntent

Part’sDetriments

Second Part'sIntent

First Part'sImpact



Next, the parts can see negative ramifications that the system cannot, and the parts can see obstacles to implementation that the system cannot …


Second Part'sImpact

System’sIssues

System’sOutcomes

System’s Proposal

Dilemma

Part’s Need


AndAnd

In order to …


One

Sta

teC

hang

eD

on’t

Cha

nge

Ano

the

r S

ate


Part’s Want

Common Objective

1

2 3-4

Part’sBenefits


First Part'sIntent

Part’sDetriments

Second Part'sIntent

First Part'sImpact



Finally, the parts may have unverbalized fear – predominantly around their sense of identity – and especially if their historic measurements were misaligned


Second Part'sImpact

System’sIssues

System’sOutcomes

System’s Proposal

Dilemma

Part’s Need


AndAnd

In order to …


One

Sta

teC

hang

eD

on’t

Cha

nge

Ano

the

r S

ate


Part’s Want

Common Objective

1

2 3-4

5

Part’sBenefits


First Part'sIntent

Part’sDetriments

Second Part'sIntent

First Part'sImpact



And I have to say with some force, that this is exactly the argument that I put forth at the TOCICO conference in Chicago in 2012 for systemic clouds


Second Part'sImpact

System’sIssues

System’sOutcomes

System’s Proposal

Dilemma

Part’s Need


AndAnd

In order to …


One

Sta

teC

hang

eD

on’t

Cha

nge

Ano

the

r S

ate


Part’s Want

Common Objective

1

2 3-4

5

Part’sBenefits


First Part'sIntent

Part’sDetriments

Second Part'sIntent

First Part'sImpact



Now, let’s see how this operates as a tension-resolution pair


Second Part'sImpact

System’sIssues

System’sOutcomes

System’s Proposal

Dilemma

Part’s Need


AndAnd

In order to …


One

Sta

teC

hang

eD

on’t

Cha

nge

Ano

the

r S

ate


Part’s Want

Common Objective

1

2 3-4

5


Transcendent SolutionsTension-Resolution And Oscillation

Part’sBenefits


First Part'sIntent

Part’sDetriments

Second Part'sIntent

First Part'sImpact



When we have a dual-arm dilemma and a transcendent solution it is still possible that the parts will be totally distracted with their own dilemma, or worse still a conflict …

Second Part'sImpact

System’sIssues

System’sOutcomes

System’s Proposal

Dilemma

Part’s Need


AndAnd

In order to …


One

Sta

teC

hang

eD

on’t

Cha

nge

Ano

the

r S

ate


Part’s Want

Common Objective

Part’sBenefits

??????

First Part'sIntent

Part’sDetriments

Second Part'sIntent

First Part'sImpact



… and if there is no transcendent solution, then this is sure to be so, and we could simply write this out as a standard two-arm local cloud …

Second Part'sImpact

System’sIssues

System’sOutcomes

System’s Proposal

Dilemma

Part’s Need


AndAnd

In order to …


One

Sta

teC

hang

eD

on’t

Cha

nge

Ano

the

r S

ate


Part’s Want

Common Objective

Part’sBenefits


First Part'sIntent

Part’sDetriments

Second Part'sIntent

First Part'sImpact



… but I want to make explicit the role of the transcendent solution, whether it is known or it is unknown, because the argument applies to either matrix as we will see

Second Part'sImpact

System’sIssues

System’sOutcomes

System’s Proposal

Dilemma

Part’s Need


AndAnd

In order to …


One

Sta

teC

hang

eD

on’t

Cha

nge

Ano

the

r S

ate


Part’s Want

Common Objective

Part’sBenefits


First Part'sIntent

Part’sDetriments

Second Part'sIntent

First Part'sImpact



Second Part'sImpact

System’sIssues

System’sOutcomes

System’s Proposal

Dilemma

Part’s Need


AndAnd

In order to …


One

Sta

teC

hang

eD

on’t

Cha

nge

Ano

the

r S

ate


Part’s Want

Common Objective

The tension, represented by the tail of the arrow, is always away from the negative of the opposite side …

Part’sBenefits


First Part'sIntent

Part’sDetriments

Second Part'sIntent

First Part'sImpact



Second Part'sImpact

System’sIssues

System’sOutcomes

System’s Proposal

Dilemma

Part’s Need


AndAnd

In order to …


One

Sta

teC

hang

eD

on’t

Cha

nge

Ano

the

r S

ate


Part’s Want

Common Objective

And the resolution, represented by the head of the arrow, is always towards the positive of the other side …

Part’sBenefits


First Part'sIntent

Part’sDetriments

Second Part'sIntent

First Part'sImpact



Second Part'sImpact

System’sIssues

System’sOutcomes

System’s Proposal

Dilemma

Part’s Need


AndAnd

In order to …


One

Sta

teC

hang

eD

on’t

Cha

nge

Ano

the

r S

ate


Part’s Want

Common Objective

As we move “away from” the negative of one side and “towards” the positive of the other side, and as the tension is more and more resolved towards that positive …

Part’sBenefits


First Part'sIntent

Part’sDetriments

Second Part'sIntent

First Part'sImpact



Second Part'sImpact

System’sIssues

System’sOutcomes

System’s Proposal

Dilemma

Part’s Need


AndAnd

In order to …


One

Sta

teC

hang

eD

on’t

Cha

nge

Ano

the

r S

ate


Part’s Want

Common Objective

… then the negative impact of this side starts to come, more and more, into play …

Part’sBenefits


First Part'sIntent

Part’sDetriments

Second Part'sIntent

First Part'sImpact



Second Part'sImpact

System’sIssues

System’sOutcomes

System’s Proposal

Dilemma

Part’s Need


AndAnd

In order to …


One

Sta

teC

hang

eD

on’t

Cha

nge

Ano

the

r S

ate


Part’s Want

Common Objective

… if not directly, then at least indirectly by association or by induction …

Part’sBenefits


First Part'sIntent

Part’sDetriments

Second Part'sIntent

First Part'sImpact



Second Part'sImpact

System’sIssues

System’sOutcomes

System’s Proposal

Dilemma

Part’s Need


AndAnd

In order to …


One

Sta

teC

hang

eD

on’t

Cha

nge

Ano

the

r S

ate


Part’s Want

Common Objective

… and with this, the second of the tension-resolution pairs asserts itself, and we seek to move “away from” the new negatives and back “towards” the old positives …

Part’sBenefits


First Part'sIntent

Part’sDetriments

Second Part'sIntent

First Part'sImpact



Second Part'sImpact

System’sIssues

System’sOutcomes

System’s Proposal

Dilemma

Part’s Need


AndAnd

In order to …


One

Sta

teC

hang

eD

on’t

Cha

nge

Ano

the

r S

ate


Part’s Want

Common Objective

… and as this tension is more and more resolved then the negative impact that we originally sought to avoid once again comes, more and more, into play …

Part’sBenefits


First Part'sIntent

Part’sDetriments

Second Part'sIntent

First Part'sImpact



Second Part'sImpact

System’sIssues

System’sOutcomes

System’s Proposal

Dilemma

Part’s Need


AndAnd

In order to …


One

Sta

teC

hang

eD

on’t

Cha

nge

Ano

the

r S

ate


Part’s Want

Common Objective

… bringing us back to the first pair, and around and around we go, oscillating between movement towards one side, and then movement back towards the other

Part’sBenefits


First Part'sIntent

Part’sDetriments

Second Part'sIntent

First Part'sImpact



Second Part'sImpact

System’sIssues

System’sOutcomes

System’s Proposal

Dilemma

Part’s Need


AndAnd

In order to …


One

Sta

teC

hang

eD

on’t

Cha

nge

Ano

the

r S

ate


Part’s Want

Common Objective

In a dilemma we want to preserve both of the positives while keeping neither of the negatives: not only is it a both-and, it is also a neither-nor

Part’sBenefits


First Part'sIntent

Part’sDetriments

Second Part'sIntent

First Part'sImpact



Second Part'sImpact

System’sIssues

System’sOutcomes

System’s Proposal

Dilemma

Part’s Need


AndAnd

In order to …


One

Sta

teC

hang

eD

on’t

Cha

nge

Ano

the

r S

ate


Part’s Want

Common Objective

If we are of a particular disposition then we will trap ourselves here.Let’s have a look at this


Transcendent SolutionsReactive-Responsive Orientation

Part’sBenefits


First Part'sIntent

Part’sDetriments

Second Part'sIntent

First Part'sImpact



Second Part'sImpact

System’sIssues

System’sOutcomes

System’s Proposal

Dilemma

Part’s Need


AndAnd

In order to …


One

Sta

teC

hang

eD

on’t

Cha

nge

Ano

the

r S

ate


Part’s Want

Common Objective

Fritz uses the term “reactive-responsive” to describe this situation …

Part’sBenefits


First Part'sIntent

Part’sDetriments

Second Part'sIntent

First Part'sImpact



Second Part'sImpact

System’sIssues

System’sOutcomes

System’s Proposal

Dilemma

Part’s Need


AndAnd

In order to …


One

Sta

teC

hang

eD

on’t

Cha

nge

Ano

the

r S

ate


Part’s Want

Common Objective

… we reactively move away from the negative and responsively move towards the positive of one diagonal …

Part’sBenefits


First Part'sIntent

Part’sDetriments

Second Part'sIntent

First Part'sImpact



Second Part'sImpact

System’sIssues

System’sOutcomes

System’s Proposal

Dilemma

Part’s Need


AndAnd

In order to …


One

Sta

teC

hang

eD

on’t

Cha

nge

Ano

the

r S

ate


Part’s Want

Common Objective

… whereupon we are seized by the recognition of the countervailing diagonal, and we reactively move away from there and responsively move back towards our origin

Part’sBenefits


First Part'sIntent

Part’sDetriments

Second Part'sIntent

First Part'sImpact



Second Part'sImpact

System’sIssues

System’sOutcomes

System’s Proposal

Dilemma

Part’s Need


AndAnd

In order to …


One

Sta

teC

hang

eD

on’t

Cha

nge

Ano

the

r S

ate


Part’s Want

Common Objective

And as Senge alluded to earlier it occurs “because no one has the time for the reflection and serious conversations to make it otherwise”

Part’sBenefits


First Part'sIntent

Part’sDetriments

Second Part'sIntent

First Part'sImpact



Second Part'sImpact

System’sIssues

System’sOutcomes

System’s Proposal

Dilemma

Part’s Need


AndAnd

In order to …


One

Sta

teC

hang

eD

on’t

Cha

nge

Ano

the

r S

ate


Part’s Want

Common Objective

Around and around we oscillate, with insufficient knowledge or understanding of the underlying dynamic, trapped within our own structure

Part’sBenefits


First Part'sIntent

Part’sDetriments

Second Part'sIntent

First Part'sImpact



Second Part'sImpact

System’sIssues

System’sOutcomes

System’s Proposal

Dilemma

Don’t Be Overweight

Don’t Be Hungry Eat Food

AndAnd

In order to …


One

Sta

teC

hang

eD

on’t

Cha

nge

Ano

the

r S

ate


Not Eat Food

Common Objective

Let’s just plug in some examples for our dieter’s dilemma to illustrate the process just a little more

Part’sBenefits


First Part'sIntent

Part’sDetriments

Second Part'sIntent

First Part'sImpact



Eat Too Much

System’sIssues

System’sOutcomes

System’s Proposal

Dilemma



AndAnd

In order to …


One

Sta

teC

hang

eD

on’t

Cha

nge

Ano

the

r S

ate


Not Eat Food

Common Objective

The negative, the tension, that we are trying get away from, is that we eat too much …

Part’sBenefits


Restrict Intake

Part’sDetriments

Second Part'sIntent

First Part'sImpact



Eat Too Much

System’sIssues

System’sOutcomes

System’s Proposal

Dilemma



AndAnd

In order to …


One

Sta

teC

hang

eD

on’t

Cha

nge

Ano

the

r S

ate


Not Eat Food

Common Objective

… and the positive, the resolution, that we are moving towards, is in regulating or in restricting our intake – and rather drastically so

Part’sBenefits


Restrict Intake

Part’sDetriments

Second Part'sIntent

Hunger Pangs



Eat Too Much

System’sIssues

System’sOutcomes

System’s Proposal

Dilemma



AndAnd

In order to …


One

Sta

teC

hang

eD

on’t

Cha

nge

Ano

the

r S

ate


Not Eat Food

Common Objective

But, there is a negative that is associated with this: hunger pangs …

Part’sBenefits


Restrict Intake

Part’sDetriments

Feel Sated

Hunger Pangs



Eat Too Much

System’sIssues

System’sOutcomes

System’s Proposal

Dilemma



AndAnd

In order to …


One

Sta

teC

hang

eD

on’t

Cha

nge

Ano

the

r S

ate


Not Eat Food

Common Objective

… and so we “slip” back once more away from this tension towards the resolution of the status quo and the need to feel sated

Part’sBenefits


Restrict Intake

Part’sDetriments

Feel Sated

Hunger Pangs



Eat Too Much

System’sIssues

System’sOutcomes

System’s Proposal

Dilemma



AndAnd

In order to …


One

Sta

teC

hang

eD

on’t

Cha

nge

Ano

the

r S

ate


Not Eat Food

Common Objective

And once again we eat too much and that, of course, brings us back to where we started

Part’sBenefits


Restrict Intake

Part’sDetriments

Feel Sated

Hunger Pangs



Eat Too Much

System’sIssues

System’sOutcomes

System’s Proposal

Dilemma



AndAnd

In order to …


One

Sta

teC

hang

eD

on’t

Cha

nge

Ano

the

r S

ate


Not Eat Food

Common Objective

“any actions … can only reinforce the underlying structure, ultimately leading to an experience of powerlessness”

Part’sBenefits


Restrict Intake

Part’sDetriments

Feel Sated

Hunger Pangs



Eat Too Much

System’sIssues

System’sOutcomes

System’s Proposal

Dilemma



AndAnd

In order to …


One

Sta

teC

hang

eD

on’t

Cha

nge

Ano

the

r S

ate


Not Eat Food

Common Objective

Ackoff describes exactly this powerlessness, this frustration, when we erroneously describe organizations as organisms and we trap ourselves within a structural conflict

Part’sBenefits


Restrict Intake

Part’sDetriments

Feel Sated

Hunger Pangs



Eat Too Much

System’sIssues

System’sOutcomes

System’s Proposal

Dilemma



AndAnd

In order to …


One

Sta

teC

hang

eD

on’t

Cha

nge

Ano

the

r S

ate


Not Eat Food

Common Objective

And it is at this point that many people experience a loss of faith

Part’sBenefits


Realizable

Part’sDetriments

Second Part'sIntent

First Part'sImpact



Unrealized

System’sIssues

System’sOutcomes

System’s Proposal

Dilemma

Part’s Need


AndAnd

In order to …


One

Sta

teC

hang

eD

on’t

Cha

nge

Ano

the

r S

ate


Part’s Want

Common Objective

Frtiz also describes this trap in much more general terms as an underlying and pervasive belief that we cannot have what we want

Part’sBenefits


Realizable

Part’sDetriments

Second Part'sIntent

First Part'sImpact



Unrealized

System’sIssues

System’sOutcomes

System’s Proposal

Dilemma

Part’s Need


AndAnd

In order to …


One

Sta

teC

hang

eD

on’t

Cha

nge

Ano

the

r S

ate


Part’s Want

Common Objective

We desire things, but as we move away from the negative tension of the unrealized and towards the positive of the realizable, another tension becomes stronger …

Part’sBenefits


Realizable

Part’sDetriments

Achieved

Unachievable



Unrealized

System’sIssues

System’sOutcomes

System’s Proposal

Dilemma

Part’s Need


AndAnd

In order to …


One

Sta

teC

hang

eD

on’t

Cha

nge

Ano

the

r S

ate


Part’s Want

Common Objective

… the belief, the tension, that we cannot achieve what we want …

Part’sBenefits


Realizable

Part’sDetriments

Achieved

Unachievable



Unrealized

System’sIssues

System’sOutcomes

System’s Proposal

Dilemma

Part’s Need


AndAnd

In order to …


One

Sta

teC

hang

eD

on’t

Cha

nge

Ano

the

r S

ate


Part’s Want

Common Objective

… and we resolve that by “making do” with what we had in the first place – and we return to the status quo

Part’sBenefits


Realizable

Part’sDetriments

Achieved

Unachievable



Unrealized

System’sIssues

System’sOutcomes

System’s Proposal

Dilemma

Part’s Need


AndAnd

In order to …


One

Sta

teC

hang

eD

on’t

Cha

nge

Ano

the

r S

ate


Part’s Want

Common Objective

And around we go again

Part’sBenefits


Realizable

Part’sDetriments

Achieved

Unachievable



Unrealized

System’sIssues

System’sOutcomes

System’s Proposal

Dilemma

Part’s Need


AndAnd

In order to …


One

Sta

teC

hang

eD

on’t

Cha

nge

Ano

the

r S

ate


Part’s Want

Common Objective

This process, this cycle, seems to me to operate as a personal “fear of failure” protection system …

Part’sBenefits


Realizable

Part’sDetriments

Achieved

Unachievable



Unrealized

System’sIssues

System’sOutcomes

System’s Proposal

Dilemma

Part’s Need


AndAnd

In order to …


One

Sta

teC

hang

eD

on’t

Cha

nge

Ano

the

r S

ate


Part’s Want

Common Objective

… we snatch defeat from the jaws of victory!

Part’sBenefits


Realizable

Part’sDetriments

Achieved

Unachievable



Unrealized

System’sIssues

System’sOutcomes

System’s Proposal

Dilemma

Part’s Need


AndAnd

In order to …


One

Sta

teC

hang

eD

on’t

Cha

nge

Ano

the

r S

ate


Part’s Want

Common Objective

It is, however, an expression of something much deeper: personal satisfaction and security, which forms two opposing tension-resolution systems …

Part’sBenefits


Realizable

Part’sDetriments

Achieved

Unachievable



Unrealized

System’sIssues

System’sOutcomes

System’s Proposal

Dilemma

Part’s Need


AndAnd

In order to …


One

Sta

teC

hang

eD

on’t

Cha

nge

Ano

the

r S

ate


Part’s Want

Common Objective

Let’s examine the role of satisfaction and security


Transcendent SolutionsSatisfaction And Security

Part’sBenefits


First Part'sIntent

Part’sDetriments

Second Part'sIntent

First Part'sImpact



Second Part'sImpact

System’sIssues

System’sOutcomes

System’s Proposal

Dilemma

Part’s Need


AndAnd

In order to …


One

Sta

teC

hang

eD

on’t

Cha

nge

Ano

the

r S

ate


Part’s Want

Common Objective

Satisfaction and security exist as tension-resolution pairs

Part’sBenefits


Satisfaction

Part’sDetriments

Second Part'sIntent

First Part'sImpact



Dissatisfaction

System’sIssues

System’sOutcomes

System’s Proposal

Dilemma

Part’s Need


AndAnd

In order to …


One

Sta

teC

hang

eD

on’t

Cha

nge

Ano

the

r S

ate


Part’s Want

Common Objective

We have the negative of dissatisfaction and positive of satisfaction …

Part’sBenefits


Satisfaction

Part’sDetriments

Security

Insecurity



Dissatisfaction

System’sIssues

System’sOutcomes

System’s Proposal

Dilemma

Part’s Need


AndAnd

In order to …


One

Sta

teC

hang

eD

on’t

Cha

nge

Ano

the

r S

ate


Part’s Want

Common Objective

… and we have the negative of insecurity and the positive of security

Part’sBenefits


Satisfaction

Part’sDetriments

Security

Insecurity



Dissatisfaction

System’sIssues

System’sOutcomes

System’s Proposal

Dilemma

Part’s Need


AndAnd

In order to …


One

Sta

teC

hang

eD

on’t

Cha

nge

Ano

the

r S

ate


Part’s Want

Common Objective

Every time we move away from the tension of dissatisfaction towards the resolution of satisfaction, we may also move towards the countervailing structure ….

Part’sBenefits


Satisfaction

Part’sDetriments

Security

Insecurity



Dissatisfaction

System’sIssues

System’sOutcomes

System’s Proposal

Dilemma

Part’s Need


AndAnd

In order to …


One

Sta

teC

hang

eD

on’t

Cha

nge

Ano

the

r S

ate


Part’s Want

Common Objective

… our insecurity increases …

Part’sBenefits


Satisfaction

Part’sDetriments

Security

Insecurity



Dissatisfaction

System’sIssues

System’sOutcomes

System’s Proposal

Dilemma

Part’s Need


AndAnd

In order to …


One

Sta

teC

hang

eD

on’t

Cha

nge

Ano

the

r S

ate


Part’s Want

Common Objective

… and in turn we wish to move away from this tension back towards the resolution provided by our existing security …

Part’sBenefits


Satisfaction

Part’sDetriments

Security

Insecurity



Dissatisfaction

System’sIssues

System’sOutcomes

System’s Proposal

Dilemma

Part’s Need


AndAnd

In order to …


One

Sta

teC

hang

eD

on’t

Cha

nge

Ano

the

r S

ate


Part’s Want

Common Objective

… and of course we are soon reacquainted with the old tension of our prior dissatisfaction and around we go again

Part’sBenefits


Satisfaction

Part’sDetriments

Security

Insecurity



Dissatisfaction

System’sIssues

System’sOutcomes

System’s Proposal

Dilemma

Part’s Need


AndAnd

In order to …


One

Sta

teC

hang

eD

on’t

Cha

nge

Ano

the

r S

ate


Part’s Want

Common Objective

This dynamic can operate within the oscillation of a dilemma AND more importantly …

Security


Satisfaction

Insecurity

Security

Insecurity



Dissatisfaction

Dissatisfaction

Satisfaction

System’s Proposal

Dilemma

Part’s Need


AndAnd

In order to …


One

Sta

teC

hang

eD

on’t

Cha

nge

Ano

the

r S

ate


Part’s Want

Common Objective

… it can also operate within the stagnation of a conflict, even a transcendent or a systemic conflict


Security


Satisfaction

Insecurity

Security

Insecurity



Dissatisfaction

Dissatisfaction

Satisfaction

System’s Proposal

Dilemma

Part’s Need


AndAnd

In order to …


One

Sta

teC

hang

eD

on’t

Cha

nge

Ano

the

r S

ate


Part’s Want

Common Objective

These things are recursive, we’ve seen that once before, and now we are seeing it once again


Security


Satisfaction

Insecurity

Security

Insecurity



Dissatisfaction

Dissatisfaction

Satisfaction

System’s Proposal

Dilemma

Part’s Need


AndAnd

In order to …


One

Sta

teC

hang

eD

on’t

Cha

nge

Ano

the

r S

ate


Part’s Want

Common Objective


It is like a game of snakes and ladders, albeit with just one ladder and just one snake …

Security


Satisfaction

Insecurity

Security

Insecurity



Dissatisfaction

Dissatisfaction

Satisfaction

System’s Proposal

Dilemma

Part’s Need


AndAnd

In order to …


One

Sta

teC

hang

eD

on’t

Cha

nge

Ano

the

r S

ate


Part’s Want

Common Objective


… as we climb the ladder from dissatisfaction towards satisfaction …

Security


Satisfaction

Insecurity

Security

Insecurity



Dissatisfaction

Dissatisfaction

Satisfaction

System’s Proposal

Dilemma

Part’s Need


AndAnd

In order to …


One

Sta

teC

hang

eD

on’t

Cha

nge

Ano

the

r S

ate


Part’s Want

Common Objective


… the negative of the potential insecurity becomes more and more apparent

Security


Satisfaction

Insecurity

Security

Insecurity



Dissatisfaction

Dissatisfaction

Satisfaction

System’s Proposal

Dilemma

Part’s Need


AndAnd

In order to …


One

Sta

teC

hang

eD

on’t

Cha

nge

Ano

the

r S

ate


Part’s Want

Common Objective


And this is also where our “cynics” will be sitting, waiting for us, on the head of the snake, along with all their baggage of insecurity, past and present, real and imagined

Security


Satisfaction

Insecurity

Security

Insecurity



Dissatisfaction

Dissatisfaction

Satisfaction

System’s Proposal

Dilemma

Part’s Need


AndAnd

In order to …


One

Sta

teC

hang

eD

on’t

Cha

nge

Ano

the

r S

ate


Part’s Want

Common Objective


This is where we will find the people who suddenly have no time for us right now, because, um … they are busy …

Security


Satisfaction

Insecurity

Security

Insecurity



Dissatisfaction

Dissatisfaction

Satisfaction

System’s Proposal

Dilemma

Part’s Need


AndAnd

In order to …


One

Sta

teC

hang

eD

on’t

Cha

nge

Ano

the

r S

ate


Part’s Want

Common Objective


… this is where we will find the people who want social proof of exactly this solution working in exactly the same situation of exactly the same size as their own

Security


Satisfaction

Insecurity

Security

Insecurity



Dissatisfaction

Dissatisfaction

Satisfaction

System’s Proposal

Dilemma

Part’s Need


AndAnd

In order to …


One

Sta

teC

hang

eD

on’t

Cha

nge

Ano

the

r S

ate


Part’s Want

Common Objective


And it is from this position that they can do maximal damage to our positive intent – trying to effectively negate it …

Security


Satisfaction

Insecurity

Security

Insecurity



Dissatisfaction

Dissatisfaction

Satisfaction

System’s Proposal

Dilemma

Part’s Need


AndAnd

In order to …


One

Sta

teC

hang

eD

on’t

Cha

nge

Ano

the

r S

ate


Part’s Want

Common Objective


… before sliding back down on the scales on the back of the snake, back to their own current security of the status quo

Security


Satisfaction

Insecurity

Security

Insecurity



Dissatisfaction

Dissatisfaction

Satisfaction

System’s Proposal

Dilemma

Part’s Need


AndAnd

In order to …


One

Sta

teC

hang

eD

on’t

Cha

nge

Ano

the

r S

ate


Part’s Want

Common Objective


They have displayed their lack of faith …

Security


Satisfaction

Insecurity

Security

Insecurity



Dissatisfaction

Dissatisfaction

Satisfaction

System’s Proposal

Dilemma

Part’s Need


AndAnd

In order to …


One

Sta

teC

hang

eD

on’t

Cha

nge

Ano

the

r S

ate


Part’s Want

Common Objective


… and around we go again!

Security


Satisfaction

Insecurity

Security

Insecurity



Dissatisfaction

Dissatisfaction

Satisfaction

System’s Proposal

Dilemma

Part’s Need


AndAnd

In order to …


One

Sta

teC

hang

eD

on’t

Cha

nge

Ano

the

r S

ate


Part’s Want

Common Objective


It feels like a double whammy, in fact it is a double whammy: the parts can stay in dilemma by oscillation, and they can stay out of systemic resolution by stagnation!

Security


Satisfaction

Insecurity

Security

Insecurity



Dissatisfaction

Dissatisfaction

Satisfaction

System’s Proposal

Dilemma

Part’s Need


AndAnd

In order to …


One

Sta

teC

hang

eD

on’t

Cha

nge

Ano

the

r S

ate


Part’s Want

Common Objective


Think about that. Please think about that. We can stay in dilemma by oscillation, and we can stay out of systemic resolution by stagnation

Security


Satisfaction

Insecurity

Security

Insecurity



Dissatisfaction

Dissatisfaction

Satisfaction

System’s Proposal

Dilemma

Part’s Need


AndAnd

In order to …


One

Sta

teC

hang

eD

on’t

Cha

nge

Ano

the

r S

ate


Part’s Want

Common Objective


And just one more thought; David Anthony at Boeing has suggested, what are these arrows from dissatisfaction to satisfaction if they are not about “growth?”

Security


Satisfaction

Insecurity

Security

Insecurity



Dissatisfaction

Dissatisfaction

Satisfaction

System’s Proposal

Dilemma

Part’s Need


AndAnd

In order to …


One

Sta

teC

hang

eD

on’t

Cha

nge

Ano

the

r S

ate


Part’s Want

Common Objective


And what are these arrows from insecurity to security if they are not about “stability?” Growth and stability are tension-resolution pairs

Security


Satisfaction

Insecurity

Security

Insecurity



Dissatisfaction

Dissatisfaction

Satisfaction

System’s Proposal

Dilemma

Part’s Need


AndAnd

In order to …


One

Sta

teC

hang

eD

on’t

Cha

nge

Ano

the

r S

ate


Part’s Want

Common Objective


Let’s consider an example of the sort of thing that comes about from the existence of these tension-resolution pairs

Security


Satisfaction

Insecurity

Security

Insecurity



Dissatisfaction

CurrentWaste

Satisfaction

System’s Proposal

Dilemma

Part’s Need


AndAnd

In order to …


One

Sta

teC

hang

eD

on’t

Cha

nge

Ano

the

r S

ate


Part’s Want

Common Objective


Let’s consider the only too common and wrong assertion that lean thinking is about waste and its reduction …

Security


Satisfaction

Insecurity

Security

Insecurity



Dissatisfaction

CurrentWaste

Satisfaction

System’s Proposal

Dilemma

Part’s Need


AndAnd

In order to …


One

Sta

teC

hang

eD

on’t

Cha

nge

Ano

the

r S

ate


Part’s Want

Common Objective


… a laudable objective surely?

Security


Satisfaction

Insecurity

Security

Insecurity



Dissatisfaction

CurrentWaste

NewCapacity

System’s Proposal

Dilemma

Part’s Need


AndAnd

In order to …


One

Sta

teC

hang

eD

on’t

Cha

nge

Ano

the

r S

ate


Part’s Want

Common Objective


The proper outcome should be the creation of additional and saleable capacity: Toyota makes money from selling cars, believe it or not, not from saving waste

Security


Satisfaction

Insecurity

Security

Insecurity



Dissatisfaction

CurrentWaste

NewCapacity

System’s Proposal

Dilemma

Part’s Need


AndAnd

In order to …


One

Sta

teC

hang

eD

on’t

Cha

nge

Ano

the

r S

ate


Part’s Want

Common Objective


But what is “waste,” if it is not a measure of our security – of our ability to appear reliable and trustworthy despite the vagaries of dependency and of variability?

Security


Satisfaction

Insecurity

Security

Insecurity



Dissatisfaction

CurrentWaste

NewCapacity

System’s Proposal

Dilemma

Part’s Need


AndAnd

In order to …


One

Sta

teC

hang

eD

on’t

Cha

nge

Ano

the

r S

ate


Part’s Want

Common Objective


Especially if we don’t understand these things

Security


Satisfaction

Insecurity

Security

Insecurity



Dissatisfaction

CurrentWaste

NewCapacity

System’s Proposal

Dilemma

Part’s Need


AndAnd

In order to …


One

Sta

teC

hang

eD

on’t

Cha

nge

Ano

the

r S

ate


Part’s Want

Common Objective


And what is capacity creation, if it is not a measure of our insecurity – our spare time laid bare for all to see in an underlying psychology that rewards busyness

Security


Satisfaction

Insecurity

Security

Insecurity



Dissatisfaction

CurrentWaste

NewCapacity

System’s Proposal

Dilemma

Part’s Need


AndAnd

In order to …


One

Sta

teC

hang

eD

on’t

Cha

nge

Ano

the

r S

ate


Part’s Want

Common Objective


So we slide back down to the safety of the status quo, and redouble our waste reduction activities, but we never quite create any new capacity

Security


Satisfaction

Insecurity

Security

Insecurity



Dissatisfaction

CurrentWaste

NewCapacity

System’s Proposal

Dilemma

Part’s Need


AndAnd

In order to …


One

Sta

teC

hang

eD

on’t

Cha

nge

Ano

the

r S

ate


Part’s Want

Common Objective


In fact, most people are much more likely to destroy existing capacity than they ever are to create any new capacity

Security


Satisfaction

Insecurity

Security

Insecurity



Dissatisfaction

CurrentWaste

NewCapacity

System’s Proposal

Dilemma

Part’s Need


AndAnd

In order to …


One

Sta

teC

hang

eD

on’t

Cha

nge

Ano

the

r S

ate


Part’s Want

Common Objective


Waste reduction is a problem-solving mind-set, not a solution-creating mind-set

Security


Satisfaction

Insecurity

Security

Insecurity



Dissatisfaction

CurrentWaste

NewCapacity

System’s Proposal

Dilemma

Part’s Need


AndAnd

In order to …


One

Sta

teC

hang

eD

on’t

Cha

nge

Ano

the

r S

ate


Part’s Want

Common Objective


I hope that this simple example helps to illustrate the pervasiveness of these two simple countervailing tension-resolution systems

Security


Satisfaction

Insecurity

Security

Insecurity



Dissatisfaction

CurrentWaste

NewCapacity

System’s Proposal

Dilemma

Part’s Need


AndAnd

In order to …


One

Sta

teC

hang

eD

on’t

Cha

nge

Ano

the

r S

ate


Part’s Want

Common Objective


Of course, this is just our layers of resistance model expressed in another way

Security


Satisfaction

Insecurity

Security

Insecurity



Dissatisfaction

CurrentWaste

NewCapacity

System’s Proposal

Dilemma

Part’s Need


AndAnd

In order to …


One

Sta

teC

hang

eD

on’t

Cha

nge

Ano

the

r S

ate


Part’s Want

Common Objective


Can you now see why it is that our fifth layer of resistance can also be our first? We need to make this explicit early on, so that it doesn’t derail us later on in our work

5 1

Security


Satisfaction

Insecurity

Security

Insecurity



Dissatisfaction

Dissatisfaction

Satisfaction

System’s Proposal

Dilemma

Part’s Need


AndAnd

In order to …


One

Sta

teC

hang

eD

on’t

Cha

nge

Ano

the

r S

ate


Part’s Want

Common Objective


So, the perennial question is: can this loop be broken? Can it be resolved?

Security


Satisfaction

Insecurity

Security

Insecurity



Dissatisfaction

Dissatisfaction

Satisfaction

System’s Proposal

Dilemma

Part’s Need


AndAnd

In order to …


One

Sta

teC

hang

eD

on’t

Cha

nge

Ano

the

r S

ate


Part’s Want

Common Objective


And the answer, as you know is: sure it can, transcendently, ensuring that we take all of the old positives with us and trim any future negatives as we go

Security


Satisfaction

Insecurity

Security

Insecurity



Dissatisfaction

Dissatisfaction

Satisfaction

System’s Proposal

Dilemma

Part’s Need


AndAnd

In order to …


One

Sta

teC

hang

eD

on’t

Cha

nge

Ano

the

r S

ate


Part’s Want

Common Objective


In either the upper dual-arm of the dilemma, or the lower arm of the systemic solution, we want all of the positives and we don’t want any of the negatives …

Security


Satisfaction

Insecurity

Security

Insecurity



Dissatisfaction

Dissatisfaction

Satisfaction

System’s Proposal

Dilemma

Part’s Need


AndAnd

In order to …


One

Sta

teC

hang

eD

on’t

Cha

nge

Ano

the

r S

ate


Part’s Want

Common Objective


Which brings us to an interesting point: some people rely on generating negatives with the very best of intentions, but with significant unintended consequences. Let’s have a look


Transcendent SolutionsConflict Manipulation

Part‘sBenefits


Satisfaction

Part’sDetriments

Security

Insecurity



Dissatisfaction

System’sIssues

System’sOutcomes

System’s Proposal

Dilemma

Part’s Need


AndAnd

In order to …


One

Sta

teC

hang

eD

on’t

Cha

nge

Ano

the

r S

ate


Part’s Want

Common Objective


Some people believe that there is no better way to get out of the oscillation of a dilemma in the upper dual-arm …

Part‘sBenefits


Satisfaction

Part’sDetriments

Security

Insecurity



Dissatisfaction

System’sIssues

System’sOutcomes

System’s Proposal

Dilemma

Part’s Need


AndAnd

In order to …


One

Sta

teC

hang

eD

on’t

Cha

nge

Ano

the

r S

ate


Part’s Want

Common Objective


… or to get out of the stagnation of a conflict in the lower arm than by a good bit of direct manipulation – motivation it’s called!

Part‘sBenefits


Satisfaction

Part’sDetriments

Security

Insecurity



Dissatisfaction

System’sIssues

System’sOutcomes

System’s Proposal

Dilemma

Part’s Need


AndAnd

In order to …


One

Sta

teC

hang

eD

on’t

Cha

nge

Ano

the

r S

ate


Part’s Want

Common Objective


Many times in either the matrix of a conflict or the matrix of a dilemma, we manipulate or “motivate” actions negatively

Part‘sBenefits


Satisfaction

Part’sDetriments

Security

Insecurity



Dissatisfaction

System’sIssues

System’sOutcomes

System’s Proposal

Dilemma

Part’s Need


AndAnd

In order to …


One

Sta

teC

hang

eD

on’t

Cha

nge

Ano

the

r S

ate


Part’s Want

Common Objective


And many times the structure compensates for that manipulation accordingly – we are on a hiding to nothing, but at least we will be busy

Part‘sBenefits


Satisfaction

Part’sDetriments

Security

Insecurity



Dissatisfaction

System’sIssues

System’sOutcomes

System’s Proposal

Dilemma

Part’s Need


AndAnd

In order to …


One

Sta

teC

hang

eD

on’t

Cha

nge

Ano

the

r S

ate


Part’s Want

Common Objective


If you think that the avoidance of negatives isn’t important, then consider what most “professions” do; doctors, lawyers, and accountants for instance …

Part‘sBenefits


Satisfaction

Part’sDetriments

Security

Insecurity



Dissatisfaction

System’sIssues

System’sOutcomes

System’s Proposal

Dilemma

Part’s Need


AndAnd

In order to …


One

Sta

teC

hang

eD

on’t

Cha

nge

Ano

the

r S

ate


Part’s Want

Common Objective


They charge for the avoidance of death, jail, and taxes – in that order

DeathJail

Taxes

Part‘sBenefits


Satisfaction

Part’sDetriments

Security

Insecurity



Dissatisfaction

System’sIssues

System’sOutcomes

System’s Proposal

Dilemma

Part’s Need


AndAnd

In order to …


One

Sta

teC

hang

eD

on’t

Cha

nge

Ano

the

r S

ate


Part’s Want

Common Objective


And very well they do too!

DeathJail

Taxes

Part‘sBenefits


Satisfaction

Part’sDetriments

Security

Insecurity



Dissatisfaction

System’sIssues

System’sOutcomes

System’s Proposal

Dilemma

Part’s Need


AndAnd

In order to …


One

Sta

teC

hang

eD

on’t

Cha

nge

Ano

the

r S

ate


Part’s Want

Common Objective


Harvard’s John Kotter uses such a mechanism in the very first step of his nine steps to leading change: “create a sense of urgency” – how very sad

A MoreNegative

Vision

Part‘sBenefits


Satisfaction

Part’sDetriments

Security

Insecurity



Dissatisfaction

System’sIssues

System’sOutcomes

System’s Proposal

Dilemma

Part’s Need


AndAnd

In order to …


One

Sta

teC

hang

eD

on’t

Cha

nge

Ano

the

r S

ate


Part’s Want

Common Objective


We create tension for resolution by moving further into the negative

A MoreNegative

Vision

Part‘sBenefits


Satisfaction

Part’sDetriments

Security

Insecurity



Dissatisfaction

System’sIssues

System’sOutcomes

System’s Proposal

Dilemma

Part’s Need


AndAnd

In order to …


One

Sta

teC

hang

eD

on’t

Cha

nge

Ano

the

r S

ate


Part’s Want

Common Objective


A “burning platform” approach to change management is a reactive-responsive dream – all that it is missing is the existence of any knowledge or any understanding

A MoreNegative

Vision

Part‘sBenefits


Satisfaction

Part’sDetriments

Security

Insecurity



Dissatisfaction

System’sIssues

System’sOutcomes

System’s Proposal

Dilemma

Part’s Need


AndAnd

In order to …


One

Sta

teC

hang

eD

on’t

Cha

nge

Ano

the

r S

ate


Part’s Want

Common Objective


And here is the kicker ….

A MoreNegative

Vision

Part‘sBenefits


Satisfaction

Part’sDetriments

Security

Insecurity



Dissatisfaction

System’sIssues

System’sOutcomes

System’s Proposal

Dilemma

Part’s Need


AndAnd

In order to …


One

Sta

teC

hang

eD

on’t

Cha

nge

Ano

the

r S

ate


Part’s Want

Common Objective


Such an enriched negative vision designed to motivate will be met and matched by another equally enriched negative vision built around the consequences

A MoreNegative

Vision

A MoreNegative

Vision

Part‘sBenefits


Satisfaction

Part’sDetriments

Security

Insecurity



Dissatisfaction

System’sIssues

System’sOutcomes

System’s Proposal

Dilemma

Part’s Need


AndAnd

In order to …


One

Sta

teC

hang

eD

on’t

Cha

nge

Ano

the

r S

ate


Part’s Want

Common Objective


A MoreNegative

Vision

A MoreNegative

Vision

“If you compensate for structural conflict through conflict manipulation, you will tend to define reality as worse than it is”

Part‘sBenefits


Satisfaction

Part’sDetriments

Security

Insecurity



Dissatisfaction

System’sIssues

System’sOutcomes

System’s Proposal

Dilemma

Part’s Need


AndAnd

In order to …


One

Sta

teC

hang

eD

on’t

Cha

nge

Ano

the

r S

ate


Part’s Want

Common Objective


A MoreNegative

Vision

A MoreNegative

Vision

This is how we manipulate a conflict to stay within the area of tolerable conflict

Part‘sBenefits


Satisfaction

Part’sDetriments

Security

Insecurity



Dissatisfaction

System’sIssues

System’sOutcomes

System’s Proposal

Dilemma

Part’s Need


AndAnd

In order to …


One

Sta

teC

hang

eD

on’t

Cha

nge

Ano

the

r S

ate


Part’s Want

Common Objective


A MoreNegative

Vision

A MoreNegative

Vision

The goal of such a conflict structure then, is not the common objective, but rather it is equilibrium – the “area of tolerable conflict”

Part‘sBenefits


Satisfaction

Part’sDetriments

Security

Insecurity



Dissatisfaction

System’sIssues

System’sOutcomes

System’s Proposal

Dilemma

Part’s Need


AndAnd

In order to …


One

Sta

teC

hang

eD

on’t

Cha

nge

Ano

the

r S

ate


Part’s Want

Common Objective


A MoreNegative

Vision

A MoreNegative

Vision

But why do we do this? Positive intent of course!

Part‘sBenefits


Satisfaction

Part’sDetriments

Security

Insecurity



Dissatisfaction

System’sIssues

System’sOutcomes

System’s Proposal

Dilemma

Part’s Need


AndAnd

In order to …


One

Sta

teC

hang

eD

on’t

Cha

nge

Ano

the

r S

ate


Part’s Want

Common Objective


Let me build this out a little bit more with a scheme that I have used for some years which explains the use of such a negative vision

Part‘sBenefits


Satisfaction

Part’sDetriments

Security

Insecurity



Dissatisfaction

Fear Not Stopping Old

Things

System’sOutcomes

System’s Proposal

Dilemma

Part’s Need


AndAnd

In order to …


One

Sta

teC

hang

eD

on’t

Cha

nge

Ano

the

r S

ate


Part’s Want

Common Objective


We, who wish to improve, build a negative vision because we fear for not stopping something current that is causing us – or rather the larger system – problems …

Part‘sBenefits


Satisfaction

Part’sDetriments

Security

Insecurity



Dissatisfaction


Things

Fear Not Starting New

Things

System’s Proposal

Dilemma

Part’s Need


AndAnd

In order to …


One

Sta

teC

hang

eD

on’t

Cha

nge

Ano

the

r S

ate


Part’s Want

Common Objective


… and we may also build out a positive vision because we fear for not starting something new that will create new or additional benefits

Part‘sBenefits


Satisfaction

Part’sDetriments

Security

Insecurity



Dissatisfaction


Things


Things

System’s Proposal

Dilemma

Part’s Need


AndAnd

In order to …


One

Sta

teC

hang

eD

on’t

Cha

nge

Ano

the

r S

ate


Part’s Want

Common Objective


The consequence is that we push

Part‘sBenefits


Satisfaction

Part’sDetriments

Security

Insecurity



Dissatisfaction


Things


Things

System’s Proposal

Dilemma

Part’s Need


AndAnd

In order to …


One

Sta

teC

hang

eD

on’t

Cha

nge

Ano

the

r S

ate


Part’s Want

Common Objective


On the other hand …

FearStopping Old

Things


Satisfaction

Part’sDetriments

Security

Insecurity



Dissatisfaction


Things


Things

System’s Proposal

Dilemma

Part’s Need


AndAnd

In order to …


One

Sta

teC

hang

eD

on’t

Cha

nge

Ano

the

r S

ate


Part’s Want

Common Objective


… they may equally build out a positive vision because they fear for stopping something current and from which they derive a benefit …

FearStopping Old

Things


Satisfaction

FearStarting New

Things

Security

Insecurity



Dissatisfaction


Things


Things

System’s Proposal

Dilemma

Part’s Need


AndAnd

In order to …


One

Sta

teC

hang

eD

on’t

Cha

nge

Ano

the

r S

ate


Part’s Want

Common Objective


… and they build a negative vision because they fear for starting something new that may have some potential detriments

FearStopping Old

Things


Satisfaction

FearStarting New

Things

Security

Insecurity



Dissatisfaction


Things


Things

System’s Proposal

Dilemma

Part’s Need


AndAnd

In order to …


One

Sta

teC

hang

eD

on’t

Cha

nge

Ano

the

r S

ate


Part’s Want

Common Objective


Consequently, they resist even more!

FearStopping Old

Things


Satisfaction

FearStarting New

Things

Security

Insecurity



Dissatisfaction


Things


Things

System’s Proposal

Dilemma

Part’s Need


AndAnd

In order to …


One

Sta

teC

hang

eD

on’t

Cha

nge

Ano

the

r S

ate


Part’s Want

Common Objective


One side fears not gaining new simplified and systemic control, the other side fears losing old complex and localised control – or at least the illusion of such control

Part‘sBenefits


Satisfaction

Part’sDetriments

Security

Insecurity



Dissatisfaction

System’sIssues

System’sOutcomes

System’s Proposal

Dilemma

Part’s Need


AndAnd

In order to …


One

Sta

teC

hang

eD

on’t

Cha

nge

Ano

the

r S

ate


Part’s Want

Common Objective


A MoreNegative

Vision

A MoreNegative

Vision

Negative vision stagnates the conflict at the very least, and most often exacerbates it a great deal more

Part‘sBenefits


Satisfaction

Part’sDetriments

Security

Insecurity



Dissatisfaction

System’sIssues

System’sOutcomes

System’s Proposal

Dilemma

Part’s Need


AndAnd

In order to …


One

Sta

teC

hang

eD

on’t

Cha

nge

Ano

the

r S

ate


Part’s Want

Common Objective


A MoreNegative

Vision

A MoreNegative

Vision

These aspects of positive and negative vision are subject to further systematic and structured intensification that I can only hint upon here …

Part‘sBenefits


Satisfaction

Part’sDetriments

Security

Insecurity



Dissatisfaction

System’sIssues

System’sOutcomes

System’s Proposal

Dilemma

Part’s Need


AndAnd

In order to …


One

Sta

teC

hang

eD

on’t

Cha

nge

Ano

the

r S

ate


Part’s Want

Common Objective


A MoreNegative

Vision

A MoreNegative

Vision

… and I owe a huge debt of gratitude to Bill Dettmer for introducing me to this intensification mechanism, well actually forcing it upon me, around about 2006 …

Part‘sBenefits


Satisfaction

Part’sDetriments

Security

Insecurity



Dissatisfaction

System’sIssues

System’sOutcomes

System’s Proposal

Dilemma

Part’s Need


AndAnd

In order to …


One

Sta

teC

hang

eD

on’t

Cha

nge

Ano

the

r S

ate


Part’s Want

Common Objective


A MoreNegative

Vision

A MoreNegative

Vision

… it has been immensely useful to me ever since and to do justice to the rationale, to the logical cause and effect of the emotion, would require a full webinar in itself



The junior structure, the local cloud, is a dilemma or a conflict structure that cannot resolve the countervailing tensions

Needs Wants

Common Objective

And

Part’s Need


And


Part’s Want




The senior structure, the systemic cloud, is a tension structure that moves towards complete resolution

Needs Wants

Common Objective

And

Part’s Need

Part’s Need



So let me help you leave this section buoyed-up on a slightly more positive note built around the role of positive vision. Alan Deutschman in a 2005 article entitled “Change or Die,” mixed medicine and management, and noted the very high failure rate of strategies based upon moving “away from” current negative situations, and in contrast the very high success rate of strategies based upon moving “towards” future positive realities.

This paper circulates around the change management community and you can easily find a pdf of it on the internet. The take-home message is: “Joy is a more powerful motivator than fear.”

Transcendent solutions are exactly about creating that positive future, about creating joyful outcomes. Let’s now look at the batch dilemma.


Batch SizingBig Batch-Small Batch Dilemma





DidacticDialectic

I am purposefully going to use abductive logic to boilerplate our dieter’s dilemma sequence to show the transition, or rather the transcendence, from a junior local cloud to the senior and systemic solution around perhaps the most famous industrial conflict of all: the batch-

size dilemma





DidacticDialectic

Goldratt drew a number of local conflict clouds around batch sizing, and then – as I like to say – pulled a rabbit out of the hat: a systemic solution. Heck, where did that rabbit come from? Indeed was it a rabbit? Oh yes. But where was it? How did he hide it in the hat?

Was it hiding at all? Was it a hat? Let’s have a look

Small Batch???



The batch-sizing clouds are local clouds built around the objective of managing well

Needs Wants

Manage Well

Big Batch???

Small Batch???



The conflict revolves around wanting to make batch sizes bigger on the one hand, and making batch sizes smaller on the other hand

Needs Wants

Manage Well

Big Batch???

Small Batch???



The need that increasing the batch size meets is to increase production – principally through the saving of so-called non-productive set-up time

Needs Wants

Manage Well

Big BatchIncrease

Production

Small BatchDecreaseLead Time



Needs Wants

Manage Well

Big BatchIncrease

Production

The need that the decease in batch size meets is to reduce lead time – principally through the saving of queue and wait time on the floor




Let’s read this through

Needs Wants

Manage Well

Big BatchIncrease

Production




In order to manage well, we must increase production, and in order to increase production, we must have big batches

Needs Wants

Manage Well

Big BatchIncrease

ProductionWe must …

We must …

In order to …

In order to …


We must …




On the other hand …

Needs Wants

Manage Well

Big BatchIncrease


We must …

In order to …

In order to …


We must …




In order to manage well, we must decrease lead time, and in order to decrease lead time, we must have small batches

Needs Wants

Manage Well

Big BatchIncrease


We must …

In order to …

In order to …


We must …




Big batches and small batches are in conflict with one another

Needs Wants

Manage Well

Big BatchIncrease

Production

Conflict




Big batches jeopardize decreasing the lead time …

Needs Wants

Manage Well

Big BatchIncrease

Production

Conflict




And small batches jeopardize increasing production

Needs Wants

Manage Well

Big BatchIncrease

Production

Conflict




Once again, if you think that the conflict might settle down to a compromise or an optimised setting, then you are wrong …

Needs Wants

Manage Well

Big BatchIncrease

Production

Compromise or Optimize




Managers losing production seek resolution by bigger batch size, then oscillate and seek resolution by smaller batch size

Needs Wants

Manage Well

Big BatchIncrease

Production

Compromise or Optimize




So let’s be very clear about this and write it in

Needs Wants

Manage Well

Big BatchIncrease

Production





Once again, there is no resolution to this junior conflict, and we must transcend this conflict structure to a “senior” structure, to a systemic cloud

Needs Wants

Manage Well

Big BatchIncrease

Production


??????



We must again fold the two arms of our local conflict up into one new arm, a dual-arm within a systemic cloud …

Needs Wants

Manage Well

And

Decrease Lead Time

Increase Production Big Batch

And


Small Batch

??????



… and then let’s read this through

Needs Wants

Manage Well

And

Decrease Lead Time


And


Small Batch

??????



In order to manage well, we must increase production and decrease lead time …

Needs Wants

Manage Well

And

Decrease Lead Time


And


Small Batch

??????



And in order to do that, we are forced to oscillate between big batches and small batches

Needs Wants

Manage Well

And

Decrease Lead Time


And


Small Batch

??????



Does this make sense? Well you ask any production manager

Needs Wants

Manage Well

And

Decrease Lead Time


And


Small Batch

??????



What then is the transformational or transcendent need, and the transformational or transcendent want, that will satisfy this structure and resolve this conflict?

Needs Wants

Manage Well

And

Decrease Lead Time


And


Small Batch


Batch SizingTranscendent Solution

??????



The need of the “C” of a systemic cloud must always be a set or rather a superset of entities …

Needs Wants

Manage Well

And

Decrease Lead Time


And


Small Batch

??????



It must include all of the entities of the “B” of the upper arm and usually something else that we haven’t yet considered

Needs Wants

Manage Well

And

Decrease Lead Time


And


Small Batch



And now, once again, in the words of the cartoonist Sydney Harris …

??????



Well no, it was a little more pragmatic, or maybe a little more paradigmatic, than a miracle …

Needs Wants

Manage Well

And

Decrease Lead Time


And


Small Batch

??????



Goldratt showed the Western world the explicit understanding, the rationale, for the Eastern-world tacit knowledge as seen in Japanese industrial practice

Needs Wants

Manage Well

And

Decrease Lead Time


And


Small Batch

???Apply Relationship

Between Batch Size & Overall Process



He understood the relationship, or rather the interrelationship, between batch size and overall process

Needs Wants

Manage Well

And

Decrease Lead Time


And


Small Batch





A large process batch can be broken into many smaller transfer batches – the ultimate is continuous process with single-piece transfer

Needs Wants

Manage Well

And

Decrease Lead Time


And


Small Batch





And that gives us the solution for our transcendent want

Needs Wants

Manage Well

And

Decrease Lead Time


And


Small Batch

Use Big Process Batches & Small Transfer Batches

Apply Relationship Between Batch Size & Overall Process



We must use large process batches and small transfer batches

Needs Wants

Manage Well

And

Decrease Lead Time


And


Small Batch





Does that address our oscillation? Yes it does. You can simultaneouslyincrease production and decrease lead time

Needs Wants

Manage Well

And

Decrease Lead Time


And


Small Batch





So let’s remove the oscillation

Needs Wants

Manage Well

And

Decrease Lead Time

Increase Production





This is the senior structure, and the transcendent solution for this problem

Needs Wants

Manage Well

And

Decrease Lead Time

Increase Production





It is also the solved systemic cloud

Needs Wants

Manage Well

And

Decrease Lead Time

Increase Production





But, once again, let’s whoa up a bit

Needs Wants

Manage Well

And

Decrease Lead Time


And


Small Batch





People can and will try to stay within the upper arm …

Needs Wants

Manage Well

And

Decrease Lead Time


And


Small Batch





Consider a factory full of work-in-process, smaller transfer batches will have no effect whatsoever in that environment …

Needs Wants

Manage Well

And

Decrease Lead Time


And


Small Batch





You have to drain the work-in-process first

Needs Wants

Manage Well

And

Decrease Lead Time


And


Small Batch





And yet it is almost impossible to imagine that such a different environment could exist – and that is why it is transcendent

Needs Wants

Manage Well

And

Decrease Lead Time


And


Small Batch





Goldratt didn’t show this problem as a systemic cloud, he always showed it as a local cloud with several local injections

Needs Wants

Manage Well

And

Decrease Lead Time

Increase Production





I think that this was a developmental or evolutionary issue …

Needs Wants

Manage Well

And

Decrease Lead Time

Increase Production





In the first instance I don’t think that we understand systemic clouds at all well

Needs Wants

Manage Well

And

Decrease Lead Time

Increase Production




In the second instance the junior or conflict structure is very much easy to understand

Needs Wants

Manage Well

Big BatchIncrease

Production





The senior, or systemic, structure is harder to understand

Needs Wants

Manage Well

And

Decrease Lead Time


And


Small Batch





But ultimately it is far more satisfying and we should know how the two structures interrelate

Needs Wants

Manage Well

And

Decrease Lead Time

Increase Production





One of these oscillates, the other advances, the same applies to the organizations in which they occur. Let’s now examine this

Needs Wants

Manage Well

And

Decrease Lead Time

Increase Production


Senior StructuresOscillation Or Advancement





Fritz argues that the junior conflict structure cannot be resolved. Goldratt argues that there are no conflicts in nature, only erroneous assumptions

Needs Wants

Manage Well

And

Decrease Lead Time


And


Small Batch





Well, they are both right: the junior conflict cannot be resolved because of the erroneous assumptions

Needs Wants

Manage Well

And

Decrease Lead Time


And


Small Batch





And of course Ohno said; “having misconceptions is part of what it means to be human”

Needs Wants

Manage Well

And

Decrease Lead Time


And


Small Batch





Perhaps Fritz’ most significant point is that organizations either oscillate or advance

Needs Wants

Manage Well

And

Decrease Lead Time


And


Small Batch



When a senior organizing principle is absent, structural conflict dominates within the junior structure, and the organization will oscillate – or maybe even vacillate

Needs Wants

Manage Well

And

Decrease Lead Time


And


Small Batch





When a senior organizing principle is present, structural tension dominates, and the organization will advance

Needs Wants

Manage Well

And

Decrease Lead Time

Increase Production





The senior organizing principle is transcendent, and the senior organizing principle is also emergent. Let’s have a look at this

Needs Wants

Manage Well

And

Decrease Lead Time

Increase Production


Senior StructuresEmergence



Isaac Newton wrote in 1676, “If I have seen further it is by standing on the shoulders of giants” …



… capturing a metaphor that can be traced back to at least the 12th century



But note that it is plural – “giants”


And that does not mean a linear historic sequence – and we compound this error when we say “select the giant” in the singular




Rather, each of us stands – metaphorically – on the shoulders of more than one giant, and now things become much more interesting



Growth of knowledge is not linear or arithmetic, it is geometric



Profoundly so



The point is, that to go up, we must first go out. This is the true meaning of transcendence



Knowledge has depth, knowledge has breadth, knowledge has structure,and knowledge is emergent



The structure that knowledge has is called understanding



To paraphrase a chap called Deming: profound knowledge comes from outside of the system and it must be invited in. Let’s see what it does


Senior StructuresSenior Organizing Principle





To find the senior organizing principle we must go “up” and in order to do that, we must also go “out”

Needs Wants

Manage Well

And

Decrease Lead Time

Increase Production





Senge takes a word from dead Greeks: “metanoia,” literally meaning transcendence, or above or beyond the mind, and that exactly describes what we have here

Needs Wants

Manage Well

And

Decrease Lead Time

Increase Production





“History is filled with examples of individuals creating results that were previously thought to be impossible”

Needs Wants

Manage Well

And

Decrease Lead Time

Increase Production





You might like to view the senior organizing principle as the “mission” leading to the overall “vision”

Needs Wants

Manage Well

And

Decrease Lead Time

Increase Production

Vision

Mission





Or you might consider it as the mechanism in the essence of Taylor

Needs Wants

Manage Well

And

Decrease Lead Time

Increase Production

Mechanism

Essence


???



Or consider Toyota: the engineers, and they were engineers, who built the best automated looms in the world and who wanted to build the best motor-cars too …

Needs Wants

First-Class Automobiles

And

Decrease Lead Time

Increase Production

Mission

Vision


Flow LikeA River



… and they did that by addressing detail complexity and dynamic complexity as well

Needs Wants

First-Class Automobiles

And

Decrease Lead Time

Increase Production

Mission

Vision

System



Ultimately these are fundamentally about system and about self

Needs Wants

Common Objective

And

A Self

Another Self

Mission

Vision

SystemicGlobal



They are about global and about local: about the systemic and the symptomatic

Needs

Common Objective

And

Local

Local

Mission

Vision

Wants

Symptomatic

And

Symptomatic

SystemicGlobal



The wants in the dual-arm are always symptomatic, the want in the lower arm is always systemic

Needs

Common Objective

And

Local

Local

Mission

Vision

Wants

Symptomatic

And

Symptomatic

SystemicSystem



Most “systems thinking” as an example is “symptoms thinking:” the dynamic modelling of non-linear lead and lag within the misconceptions of the local dual-arm

Needs

Common Objective

Mission

Vision

Wants

And

Local

Local Symptomatic

And

Symptomatic

SystemicSystem



When Goldratt talked about management attention being the constraint, he was referring to the wasted attention misdirected upon these symptomatic issues …

Needs

Common Objective

Mission

Vision

Wants

And

Local

Local Symptomatic

And

Symptomatic

SystemicSystem



… the wasted finite attention absorbed by the trivial many, instead of the necessary attention given to the important few: the systemic issues that drive everything else

Needs

Common Objective

Mission

Vision

Wants

And

Local

Local Symptomatic

And

Symptomatic

SystemicSystem



This is the practical tool, a cloud with an dual local arm and a single systemic arm, and which allows us to align everything with our senior organizing principle

Needs

Common Objective

Mission

Vision

Wants

And

Local

Local Symptomatic

And

Symptomatic

System



OK, let’s summarise

Needs Wants

Common Objective

And

A Self

Another Self

Mission

Vision





DidacticDialectic

• Structural conflict exists within the junior structures of the conflict and dilemma clouds because there are two countervailing tension-resolution systems in play.

• Structural resolution exists in senior or transcendent structures because there is just one tension-resolution system in play and it based upon a unique and systemic solution built around a singular senior organizing principle





DidacticDialectic

• Without a senior organizing principle then organizations will oscillate• With a senior organizing principle then organizations will advance• The senior organising principle is arrived at transcendently by going “out” and then “up”• It is, in fact, as simple as that





DidacticDialectic

Acknowledgments

Just the usual suspects: David Anthony; Boeing, Seattle, Steve Holt; Boeing, Seattle, Ross Milne; Auckland University of Technology, New Zealand, Karl Buckridge; Critical Chain U.K., Malcolm Lundie; Waikato Hospital, New Zealand. Plus one more: Jeremy Schwartz, New York

I could not do this work without the continuous interaction of these long-distance colleagues





DidacticDialectic

And finally …

As I often like say, I think that we still have a great deal to learn about clouds and about their matrices too. Putting these two webinars together has been hugely useful to me in

clarifying my own thoughts on the matter, and I trust that you will find future utility in it too.

Thank you very much for being part of this


End

Website: www.dbrmfg.co.nz

E mail: youngman“at”dbrmfg.co.nz

References follow …


References

Ackoff, R. L., (1999) Re-Creating the Corporation, pg 37.

Bateson, N., (2013) An Ecology of Mind: a daughters’ portrait of Gregory Bateson. Bullfrog Films.

Deutschman, A., (2005) Change or Die. In: Fast Company, Issue 94 pp 53-60.

The Economist, (2009) February 21st edition, What’s Cooking? pp 76-77.

Fritz, R., (1984) The path of least resistance: learning to become the creative force in your own life. Revised and expanded (1989). Fawcett Books, 285 pp. Fritz, R., (1999) The path of least resistance for managers: designing organizations to succeed. Berrett-Koehler 237 pp.

Kotter, J.P., (1996) Leading change. Harvard Business School Press.

Senge, P. M., (1990) The fifth discipline: the art & practice of the learning organization. Random House, pg 13.

© Dr Kelvyn Youngman, Nov 20141 A Simpler Way Session Two From Dilemma To Transcendence.

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