Identifying the UDEs

 Building the clouds for the UDEs

 Constructing the consolidated cloud

  The trunk of the CRT

Let’s choose three of them, possibly very different from each other.
For each of them let’s build the relevant cloud.
D will be the UDE and, of course, D’ will be the corresponding Desirable Effect, DE. Writing C, the need which D’ protects will probably be easy; B, the reason why we put up with D,  is often a little more tricky to find. Indeed we can always fool ourselves and lie. Unfortunately, inconsistencies will soon be revealed in what follows. The common goal, A, is often soon found.

How to construct the clouds for the UDEs.
Taking the first of your 3 UDEs, answer the questions in the following "construction template", in the order indicated.

Repeat the same process for the remaining two UDEs that you selected from your UDE list.
 

Each of the five elements making up each cloud will show a logical overlap, a sort of intersection, a common denominator with the other two. In other words, there will be something in common among the three As, the three Bs, Cs, Ds and D’s.

There is a conflict that all of your three UDE clouds are examples of.
In order to verbalize this commonality we have to construct the "consolidated cloud."
Write the Ds for each of your three clouds. Examine the Ds and write a generic statement that describes all of them. Each D should be a specific example of the generic D that you verbalize.

Do the same with D'

Complete the cloud using the same process for A,  B and C.

Check the logic of your cloud by reading it the following way:

Horizontal arrows:
"In order to (have tip of the arrow),
  I must (have tail of arrow)."

The conflict arrow:
"(D) is in direct conflict with (D')."

Make any changes necessary to make the reading of the cloud flow.

The resulting cloud is the Core Problem Cloud.
 

The trunk of the CRT

From here  we can build the CrT .
 

We rotate the CP-Cloud 90 degrees counterclockwise so that the objective A is at the bottom of the tree.
 
 

Then we start to build the causalities upwards adding more sufficiency entities into the causalities.

For example, from A to B and from A to C and adding more entries into the logic by asking “Why”.

A -> B

IF Managers want to embark on a Process of Ongoing Improvement (POOGI) THEN they must maintain stability BECAUSE unstable systems tend to lose Throughput and Throughput is our top priority.

A-> C

IF managers want to embark on POOGI, THEN they must provide more Throughput BECAUSE the only way to sustain continuous growth is through the Throughput channel.
 

The next step up is B  - > D.  IF Managers must maintain the stability of their systems, THEN they must stick to the system’s “rules” BECAUSE the system’s “rules” have been carefully constructed to control people’s behavior and performance and controlled people are the best performers.

C -> D’ :  IF managers must provide more Throughput, THEN they must break the system’s “rules” BECAUSE the system’s rules restrict people’s initiatives and new Throughput requires new initiatives.  (Regular improvement is generated through the learning curve but it is small compared to the ambitious results managers are expected to produce.)

Now, what happens when we have D and D’  at the same time?

IF managers want to break the “rules” BUT they are forced to stick to the “rules” THEN they are frustrated, inconsistent and confuse their subordinates. This leads to managers losing their credibility in the eyes of their people and losing leadership.

All the UDEs, Undesirable Effects of the system, could be connected to this CCRT, especially as a direct consequence of the conflict between D and D’.

“We would like to have D’ but we have to put up with D because….” The because’ s are the assumptions; the mental model that forces us to live in this conflict, the profound images that make our reality: they are our limiting factor, they are our constraint.
The invalidation of  these assumptions shows us the direction of the solution. We give the name “injections” to what invalidates the assumptions. The pursuit of these injections will dictate the priorities; the synchronization needed to achieve the injections will shape the procedures and policies with which we run our organization. The accomplishing of the  injections is what operationally moves us toward the goal.