20121216 1327 conflictresolutiondiagramtutorial-published-100912040222-phpapp02
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The document discusses resolving conflicts without compromise, highlighting the need for clarity, creativity, and a willingness to find solutions. It outlines different types of conflicts, such as mutually exclusive desires or competing goals, and provides a structured approach for conflict resolution through articulation, common objectives, and assumption challenges. Key strategies include recognizing the possibility of solutions and using collaborative tools for resolution.
20121216 1327 conflictresolutiondiagramtutorial-published-100912040222-phpapp02
- 1. Resolving Conflicts without Compromise also known as “I want to have my cake and eat it!” Pascal Van Cauwenberghe & Portia Tung
- 2. About us Her Blog: www.selfishprogramming.org His Blog: blog.nayima.be NAYIMAWe make play work Consultant. Storyteller. Games Maker. Consultant. Project Manager. Games Maker.
- 3. About this session 1. What do we mean by “Conflict” ? 2. Name a conflict you’d like to resolve 3. A conflict we prepared earlier 4. Patterns of Conflict 5. Ideas for resolving your conflict 6. Further reading 7. Session feedback
- 4. 1/7 WHAT DO WE MEAN BY CONFLICT?
- 5. “I want to live in the city...” “... AND in the country”
- 6. “I want to eat what I want...” “... AND be fit and healthy”
- 7. Manager: “We need to go faster to deliver more features” Developers: “We need to go slower to increase quality.”
- 8. What do we need to resolve conflicts? 1. Willingness to find a solution – Refuse to compromise – Common goal 2. Articulate the conflict 3. Explore solutions – Surface assumptions – Challenge assumptions – A dash of creativity
- 9. The Shallow Thinking Process Root Cause Analysis Why don’t we have what we need? A problem Magic Happens Here THE Solution This is what we needed all along! Happy Days
- 10. The Logical Thinking Process
- 11. The Logical Thinking Process Intermediate Objectives Map Current Reality Tree Conflict Resolution Diagram Future Reality Tree Prerequisite/ Transition Tree What is our goal? What are we missing? Why don’t we have what we need? What could be done to resolve the underlying fundamental conflict? Would that work? What could possibly go wrong? How do we get there? In small steps. Magic Happens Here That’s what this session is about
- 12. The Conflict Resolution Diagram Objective Prerequisite 1Requirement 1 Prerequisite 2Requirement 2
- 13. 3 Types of Conflict
- 14. “I want to live in the city...” “... AND I want to live in the country” Type 1: “I want X and the opposite of X” That’s not possible, is it?
- 15. “I want to eat what I want...” “... AND be fit and healthy” Type 2: “I want X and Y” But I have to choose, right?
- 16. Manager: “We need to go faster to deliver more features” Developers: “We need to go slower to increase quality.” Type 3: “I want X. They want Y. We can’t both be right” Only one of us can win, at best.
- 17. 2/7 NAME A CONFLICT YOU’D LIKE TO RESOLVE
- 18. Three types of Conflict 1. I want X and the opposite of X That’s not possible, is it? 2. I want X and Y but I can’t have both I have to choose, don’t I? 3. I want X. They want Y. Only one of us can win, at best.
- 19. 3/7 HERE’S ONE WE PREPARED EARLIER
- 20. Define products Sales Operations Billing Invoicing Story #1 • Consultants audited business unit => FAIL • We have to build a system to support the whole value stream • Conflicts between sales and operations • And between finance/audit and the rest – More than a month of “shuttle diplomacy”
- 21. • One of the conflicts is about product definition • Lots of confusion about what products mean – Ask 5 people, you get 6 different answers • 2 previous attempts failed • We have a hard deadline because of new EU regulations Story #1
- 22. Step 1: Articulate the conflict Objective Prerequisite 1Requirement 1 Prerequisite 2Requirement 2
- 23. Step 1: Articulate the conflict Sales: Customised Products Operations: Standardised Products
- 24. Step 2: Find the common objective Objective Prerequisite 1Requirement 1 Prerequisite 2Requirement 2
- 25. Tip: Don’t continue until you agree on a common, concrete and motivating goal If there’s no common goal, there’s no incentive to solve the conflict
- 26. Step 2: Find the common objective Sell more Be more efficient Customised Products Standardised Products Surviving Business
- 27. Tip: Strive for clarity first, then for correctness Precise and crisp definitions to ensure everyone has the same understanding
- 28. Step 2: Find the common objective Increase sales Increase margin Reduce costs Deliver on SLA Customised Products Standardised Products Profitability in a shrinking market
- 29. Step 3: Review clarity and logic Increase sales Increase margin Reduce costs Deliver on SLA Customised Products Standardised Products Profitability in a shrinking market
- 30. Step 3: Find the assumptions Objective Prerequisite 1Requirement 1 Prerequisite 2Requirement 2 1 2 3 5 4
- 31. Tip: Brainstorm assumptions Go for quantity Include “obvious” assumptions
- 32. Tip: Use “Extreme Assumptions” aka “Throw a tantrum” X is the ONLY way to have Y X is the BEST way to have Y X guarantees Y
- 33. Step 3a: Find the assumptions 1 Increase sales Increase margin Reduce costs Deliver on SLA Customised Products Standardised Products Profitability in a shrinking market
- 34. 3a. Our assumptions • We can’t have both customised and standardised products because – Product == Product – Standardised != Customised – As soon as sales starts to customise we end up with an infinite number of products (again) – Sales doesn’t understand delivery – Operations doesn’t understand business
- 35. Step 3: Find the assumptions 2 Increase sales Increase margin Reduce costs Deliver on SLA Customised Products Standardised Products Profitability in a shrinking market
- 36. 3b. Our assumptions • To increase sales and margin we need to customise products because – We can only compete by having an offer that’s different from our competitors – Customers are becoming more demanding – We must react quickly to customer demands – We can never compete on price
- 37. Step 3: Find the assumptions 3 Increase sales Increase margin Reduce costs Deliver on SLA Customised Products Standardised Products Profitability in a shrinking market
- 38. 3c. Our assumptions • To reduce costs and deliver on SLA we need to standardise products because – Having low variation is the only way to have predictable production schedules – Standardised products are the only way to flexibly allocate people according to demand – Product variation always costs more (changeover, setups, switches, training, bottleneck s) – Lean only works with low variation production
- 39. Step 3: Find the assumptions 4 Increase sales Increase margin Reduce costs Deliver on SLA Customised Products Standardised Products Profitability in a shrinking market
- 40. 3d. Our assumptions • To be profitable in a shrinking market we need to increase sales and margin because – We can’t expand the market – The only way to increase profitability is to sell more or increase the margin on each sale
- 41. Step 3: Find the assumptions 5 Increase sales Increase margin Reduce costs Deliver on SLA Customised Products Standardised Products Profitability in a shrinking market
- 42. 3e. Our assumptions • To be profitable in a shrinking market we need to reduce costs and deliver on SLA because – We are penalised for not hitting SLAs – Our competitors have lower costs – This is a price sensitive market, so the only way to increase profitability is to reduce costs – This is a quality-sensitive market, so the only way to increase or keep market share is to increase quality – Quality is hitting the SLA
- 43. Step 4: Challenge the assumptions Objective Prerequisite 1Requirement 1 Prerequisite 2Requirement 2 1 2 3 5 4
- 44. Step 4: Challenge the assumptions 1 2 3 5 4 Increase sales Increase margin Reduce costs Deliver on SLA Customised Products Standardised Products Profitability in a shrinking market
- 45. 4a. Challenge our assumptions • We can’t have both customised and standardised products because – Product == Product – Standardised != customised – As soon as sales starts to customise we end up with an infinite number of products (again) – Sales doesn’t understand delivery – Operations doesn’t understand business
- 46. 4b. Challenge our assumptions • To increase sales and margin we need to customise products because – We can only compete by having an offer that’s different from our competitors – We must react quickly to market demands – We can never compete on price
- 47. 4c. Challenge our assumptions • To reduce costs and deliver on SLA we need to standardise products because – Having low variation is the only way to have predictable production schedules – Standardised products are the only way to flexibly allocate people according to demand – Product variation always costs more (changeover, setups, switches, training, bottleneck s) – Lean only works with low variation production
- 48. 4d. Challenge our assumptions • To be profitable in a shrinking market we need to increase sales and margin because – We can’t expand the market – The only way to increase profitability is to sell more or increase the margin on each sale
- 49. 4e. Challenge our assumptions • To be profitable in a shrinking market we need to reduce costs and deliver on SLA because – We are penalised for not hitting SLAs – Our competitors have lower costs – This is a price sensitive market, so the only way to increase profitability is to reduce costs – This is a quality-sensitive market, so the only way to increase or keep market share is to increase quality – Quality is hitting the SLA
- 50. The assumption we challenged Product == Product Increase sales Increase margin Reduce costs Deliver on SLA Customised Products Standardised Products Profitability in a shrinking market
- 51. What if.... Sales and Operations were talking about different products? That would explain the confusion
- 52. The resolved conflict Customise Sales Product Standardise Operational Product Sales Product != Operational Product Increase sales Increase margin Reduce costs Deliver on SLA Profitability in a shrinking market
- 53. There was another conflict Operations: Coarse Products Finance & audit: Detailed Products Low input and tracking overhead Detailed auditing Cost analysis Lower costs Reduce cycle time How would you solve this conflict?
- 54. The Solution Finance & Audit “Products” Operations “Products” Sales & Marketing “Products”
- 55. The Result • Built and deployed the system – Took two years, including refactoring of product catalog • Business unit has been profitable since • Market share grows • Among top 5 in the world meeting industry SLAs • Continuously improving
- 56. 4/7 PATTERNS OF CONFLICT
- 57. Three types of Conflict 1. I need X and the opposite of X That’s not possible, is it? 2. I need X and Y but I can’t have both I have to choose, don’t I? 3. I want X. They want Y. We can’t both be right Only one of us can win, at best.
- 58. Using the Conflict Resolution Diagram • You can’t solve your own conflict – Ask for help • The biggest obstacle is willingness to find a solution without compromise – Need to believe that a solution exists – Use examples to show that solving the problem is possible • First look for clarity, then for correctness – A clear problem statement often leads to “evaporation” of the problem • The CRD is a collaborative tool – Don’t use it to “prove” the other party is wrong – Sometimes you have to provide “shuttle diplomacy”
- 59. Typical conflict patterns • The false conflict – We’re talking about different things • Assuming we have no options – We always have options • Today against tomorrow – We can repay debt in small steps • Not enough resources – There are ways to do more with the same resources • Conflating means and ends – There’s another way to achieve the goal
- 60. 5/7 DID YOU GET ANY IDEAS TO LOOK AT YOUR CONFLICTS DIFFERENTLY?
- 62. Recommended Resources • Summary from www.agilecoach.net • “The Logical Thinking Process” – H.W. Dettmer • “It’s not Luck” – E. Goldratt • “Thinking in Systems” – D. Meadows
- 63. Summary
- 64. About this session 1. What do we mean by “Conflict” ? 2. Name a conflict you’d like to resolve 3. A conflict we prepared earlier 4. Patterns of Conflict 5. Ideas for resolving your conflict 6. Further reading 7. Session feedback
- 65. Three types of Conflict 1. I need X and the opposite of X That’s not possible, is it? 2. I need X and Y but I can’t have both I have to choose, don’t I? 3. I want X. They want Y. We can’t both be right Only one of us can win, at best.
- 66. What do we need to resolve conflicts? 1. Willingness to find a solution – Refuse to compromise – Common goal 2. Articulate the conflict 3. Explore solutions – Surface assumptions – Challenge assumptions – A dash of creativity
- 67. The Shallow Thinking Process Root Cause Analysis Why don’t we have what we need? A problem Magic Happens Here THE Solution This is what we needed all along! Happy Days
- 68. The Logical Thinking Process Intermediate Objectives Map Current Reality Tree Conflict Resolution Diagram Future Reality Tree Prerequisite/ Transition Tree What is our goal? What are we missing? Why don’t we have what we need? What could be done to resolve the underlying fundamental conflict? Would that work? What could possibly go wrong? How do we get there? In small steps. Magic Happens Here
- 69. The Conflict Resolution Diagram 1. Articulate the conflict 2. Find the common objective 3. Review clarity and logic 4. Find the assumptions 5. Challenge the assumptions 6. Explore potential solutions Objective Prerequisite1Requirement1 Prerequisite2Requirement2 1 2 3 5 4
- 70. We can have our cake AND eat it!
- 72. Session Retro What Went Well (WWW) What Went Wrong (WWW) Puzzles Lessons Learned Thank You! for your Gift of Feedback
- 73. Thank you! Introductions Her Blog: www.selfishprogramming.org His Blog: blog.nayima.be NAYIMAWe make play work Consultant. Storyteller. Games Maker. Consultant. Project Manager. Games Maker.
Editor's Notes
- #3: Portia and Pascal introduce themselves by sharing a bit about their background.
- #10: Pascal: Maybe this is too negative?This is how I used to think: whenever there’s a problem, we’ll do a root cause analysis, some magic happens and we come up with a breakthrough solution that suddenly solves all problems. Applause!Of course, it never worked that way. Except in movies.
- #11: But then I learned about a better way of thinking
- #12: To do root cause analysis, we use the Current Reality Tree.Before you can analyse what you miss, you must know what you what (isn’t there a song like “You can’t have what you want unless you know what you want” ?). That’s why we use the IO mapAfter the magic happens and we come up with a solution, we use the future reality tree to “test drive” the idea, to see if it works and to see what undesired side effects we might generate.Then we find a way to implement the solution in small steps.The magic happens with the CRD tool. It’s a step by step approach to understand the fundamental conflicts that underlie the root cause and to find the real breakthrough solutions.
- #13: TODO: redraw so that titles are correct
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- #24: What is the conflict about?Sales says that we should offer more customised products. Ideally, we would have a different product for every customer, perfectly tailored to to their needs- Operations thinks that’s madness. The way forward is to standardise products. Today’s system is a complete mess with lots of little variations in the work. How can you expect
- #25: Once we’ve articulated the conflict, we need to find out why we need those two things.We read this diagram as To have objective, we need Requirement 1 and 2. To have Requirement ½ we need prerequisite ½
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- #68: Pascal: Maybe this is too negative?This is how I used to think: whenever there’s a problem, we’ll do a root cause analysis, some magic happens and we come up with a breakthrough solution that suddenly solves all problems. Applause!Of course, it never worked that way. Except in movies.
- #69: To do root cause analysis, we use the Current Reality Tree.Before you can analyse what you miss, you must know what you what (isn’t there a song like “You can’t have what you want unless you know what you want” ?). That’s why we use the IO mapAfter the magic happens and we come up with a solution, we use the future reality tree to “test drive” the idea, to see if it works and to see what undesired side effects we might generate.Then we find a way to implement the solution in small steps.The magic happens with the CRD tool. It’s a step by step approach to understand the fundamental conflicts that underlie the root cause and to find the real breakthrough solutions.
- #70: TODO: redraw so that titles are correct
- #73: We are constantly striving to improve. Give your Gift of Feedback by completing a session retrospective.Everyone take a sheet of paper. Split it into 4 quadrants.In the top left quadrant, note down all the things that went well.In the top right quadrant, note down all the things that went wrong.In the bottom left quadrant, note down your puzzles such as outstanding questions you have as a result of the attending the session.In the bottom right quadrant, note down your lessons learned.