Conflict resolution diagram tutorial
- 1. Resolving Conflicts without Compromisealso known as“I want to have my cake and eat it!”Pascal Van Cauwenberghe & Portia Tung
- 2. About usConsultant.Storyteller.Games Maker.Consultant. Project Manager. Games Maker.His Blog: blog.nayima.beHer Blog: www.selfishprogramming.orgNAYIMAWe make play work
- 3. About this sessionWhat do we mean by “Conflict” ?Name a conflict you’d like to resolveA conflict we prepared earlierPatterns of ConflictIdeas for resolving your conflictFurther readingSession feedback
- 4. 1/7What 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?Willingness to find a solutionRefuse to compromise Common goalArticulate the conflictExplore solutionsSurface assumptionsChallenge assumptionsA dash of creativity
- 9. The Shallow Thinking ProcessA problemHappy DaysRoot Cause AnalysisTHE SolutionThis is what we needed all along!Why don’t we have what we need?Magic Happens Here
- 10. The Logical Thinking Process
- 11. The Logical Thinking ProcessIntermediate Objectives MapPrerequisite/Transition TreeHow do we get there?In small steps.What is our goal?What are we missing?Future Reality TreeCurrent Reality TreeWould that work?What could possibly go wrong?Why don’t we have what we need?Magic Happens HereThat’s what this session is aboutConflict Resolution DiagramWhat could be done to resolve the underlying fundamental conflict?
- 12. The Conflict Resolution DiagramPrerequisite 1Requirement 1ObjectiveRequirement 2Prerequisite 2
- 13. 3 Types of Conflict
- 14. Type 1:“I want X and the opposite of X”That’s not possible, is it?“I want to live in the city...”“... AND I want to live in the country”
- 15. Type 2:“I want X and Y”But I have to choose, right?“I want to eat what I want...”“... AND be fit and healthy”
- 16. Type 3:“I want X. They want Y. We can’t both be right”Only one of us can win, at best.Developers: “We need to go slower to increase quality.”Manager: “We need to go faster to deliver more features”
- 17. 2/7 NAME a conflict you’d like to reSolve
- 18. Three types of ConflictI want X and the opposite of XThat’s not possible, is it?I want X and Y but I can’t have bothI have to choose, don’t I?I want X. They want Y.Only one of us can win, at best.
- 19. 3/7 Here’s one we prepared earlier
- 20. Story #1Consultants audited business unit => FAILWe have to build a system to support the whole value streamConflicts between sales and operationsAnd between finance/audit and the restMore than a month of “shuttle diplomacy”
- 21. One of the conflicts is about product definitionLots of confusion about what products meanAsk 5 people, you get 6 different answers2 previous attempts failedWe have a hard deadline because of new EU regulationsStory #1
- 22. Step 1: Articulate the conflictPrerequisite 1Requirement 1ObjectiveRequirement 2Prerequisite 2
- 23. Step 1: Articulate the conflictSales:Customised ProductsOperations:StandardisedProducts
- 24. Step 2: Find the common objectivePrerequisite 1Requirement 1ObjectiveRequirement 2Prerequisite 2
- 25. Tip: Don’t continue until you agree on a common, concrete and motivating goalIf there’s no common goal, there’s no incentive to solve the conflict
- 26. Step 2: Find the common objectiveCustomised ProductsSell moreSurvivingBusinessStandardisedProductsBe more efficient
- 27. Tip: Strive for clarity first,then for correctnessPrecise and crisp definitions to ensure everyone has the same understanding
- 28. Step 2: Find the common objectiveIncrease salesIncrease marginCustomised ProductsProfitability in ashrinking marketReduce costsDeliver on SLAStandardisedProducts
- 29. Step 3: Review clarity and logicIncrease salesIncrease marginCustomised ProductsProfitability in ashrinking marketReduce costsDeliver on SLAStandardisedProducts
- 30. Step 3: Find the assumptions24Prerequisite 1Requirement 1Objective15Requirement 2Prerequisite 23
- 31. Tip: Brainstorm assumptionsGo for quantityInclude “obvious” assumptions
- 32. Tip: Use “Extreme Assumptions”aka “Throw a tantrum”X is the ONLY way to have YX is the BEST way to have YX guarantees Y
- 33. Step 3a: Find the assumptionsIncrease salesIncrease marginCustomised Products1Profitability in ashrinking marketReduce costsDeliver on SLAStandardisedProducts
- 34. 3a. Our assumptionsWe can’t have both customised and standardised products becauseProduct == ProductStandardised != CustomisedAs soon as sales starts to customise we end up with an infinite number of products (again)Sales doesn’t understand deliveryOperations doesn’t understand business
- 35. Step 3: Find the assumptions2Increase salesIncrease marginCustomised ProductsProfitability in ashrinking marketReduce costsDeliver on SLAStandardisedProducts
- 36. 3b. Our assumptionsTo increase sales and margin we need to customise products becauseWe can only compete by having an offer that’s different from our competitorsCustomers are becoming more demandingWe must react quickly to customer demandsWe can never compete on price
- 37. Step 3: Find the assumptionsIncrease salesIncrease marginCustomised ProductsProfitability in ashrinking marketReduce costsDeliver on SLAStandardisedProducts3
- 38. 3c. Our assumptionsTo reduce costs and deliver on SLA we need to standardise products becauseHaving low variation is the only way to have predictable production schedulesStandardised products are the only way to flexibly allocate people according to demandProduct variation always costs more (changeover, setups, switches, training, bottlenecks)Lean only works with low variation production
- 39. Step 3: Find the assumptions4Increase salesIncrease marginCustomised ProductsProfitability in ashrinking marketReduce costsDeliver on SLAStandardisedProducts
- 40. 3d. Our assumptionsTo be profitable in a shrinking market we need to increase sales and margin becauseWe can’t expand the marketThe only way to increase profitability is to sell more or increase the margin on each sale
- 41. Step 3: Find the assumptionsIncrease salesIncrease marginCustomised ProductsProfitability in ashrinking market5Reduce costsDeliver on SLAStandardisedProducts
- 42. 3e. Our assumptionsTo be profitable in a shrinking market we need to reduce costs and deliver on SLA becauseWe are penalised for not hitting SLAsOur competitors have lower costsThis is a price sensitive market, so the only way to increase profitability is to reduce costsThis is a quality-sensitive market, so the only way to increase or keep market share is to increase qualityQuality is hitting the SLA
- 43. Step 4: Challenge the assumptions24Prerequisite 1Requirement 1Objective15Requirement 2Prerequisite 23
- 44. Step 4: Challenge the assumptions24Increase salesIncrease marginCustomised Products1Profitability in ashrinking market5Reduce costsDeliver on SLAStandardisedProducts3
- 45. 4a. Challenge our assumptionsWe can’t have both customised and standardised products becauseProduct == ProductStandardised != customisedAs soon as sales starts to customise we end up with an infinite number of products (again)Sales doesn’t understand deliveryOperations doesn’t understand business
- 46. 4b. Challenge our assumptionsTo increase sales and margin we need to customise products becauseWe can only compete by having an offer that’s different from our competitorsWe must react quickly to market demandsWe can never compete on price
- 47. 4c. Challenge our assumptionsTo reduce costs and deliver on SLA we need to standardise products becauseHaving low variation is the only way to have predictable production schedulesStandardised products are the only way to flexibly allocate people according to demandProduct variation always costs more (changeover, setups, switches, training, bottlenecks)Lean only works with low variation production
- 48. 4d. Challenge our assumptionsTo be profitable in a shrinking market we need to increase sales and margin becauseWe can’t expand the marketThe only way to increase profitability is to sell more or increase the margin on each sale
- 49. 4e. Challenge our assumptionsTo be profitable in a shrinking market we need to reduce costs and deliver on SLA becauseWe are penalised for not hitting SLAsOur competitors have lower costsThis is a price sensitive market, so the only way to increase profitability is to reduce costsThis is a quality-sensitive market, so the only way to increase or keep market share is to increase qualityQuality is hitting the SLA
- 50. The assumption we challengedIncrease salesIncrease marginCustomised ProductsProfitability in ashrinking marketProduct == ProductReduce costsDeliver on SLAStandardisedProducts
- 51. What if....Sales and Operations were talking about different products?That would explain the confusion
- 52. The resolved conflictCustomise SalesProductIncrease salesIncrease marginProfitability in ashrinking marketSales Product != Operational ProductStandardiseOperational ProductReduce costsDeliver on SLA
- 53. There was another conflictOperations:Coarse ProductsLow input andtrackingoverheadLower costsReduce cycletimeHow would you solve this conflict?Finance & audit:DetailedProductsDetailed auditingCost analysis
- 54. The SolutionFinance & Audit“Products”Operations“Products”Sales & Marketing“Products”
- 55. The ResultBuilt and deployed the systemTook two years, including refactoring of product catalogBusiness unit has been profitable sinceMarket share growsAmong top 5 in the world meeting industry SLAsContinuously improving
- 56. 4/7 patterns of conflicT
- 57. Three types of ConflictI need X and the opposite of XThat’s not possible, is it?I need X and Y but I can’t have bothI have to choose, don’t I?I want X. They want Y. We can’t both be rightOnly one of us can win, at best.
- 58. Using the Conflict Resolution DiagramYou can’t solve your own conflictAsk for helpThe biggest obstacle is willingness to find a solution without compromiseNeed to believe that a solution existsUse examples to show that solving the problem is possibleFirst look for clarity, then for correctnessA clear problem statement often leads to “evaporation” of the problemThe CRD is a collaborative tool Don’t use it to “prove” the other party is wrongSometimes you have to provide “shuttle diplomacy”
- 59. Typical conflict patternsThe false conflictWe’re talking about different thingsAssuming we have no optionsWe always have optionsToday against tomorrowWe can repay debt in small stepsNot enough resourcesThere are ways to do more with the same resourcesConflating means and endsThere’s another way to achieve the goal
- 60. 5/7 Did you get any ideas to look at your conflicts differently?
- 62. Recommended ResourcesSummary 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 sessionWhat do we mean by “Conflict” ?Name a conflict you’d like to resolveA conflict we prepared earlierPatterns of ConflictIdeas for resolving your conflictFurther readingSession feedback
- 65. Three types of ConflictI need X and the opposite of XThat’s not possible, is it?I need X and Y but I can’t have bothI have to choose, don’t I?I want X. They want Y. We can’t both be rightOnly one of us can win, at best.
- 66. What do we need to resolve conflicts?Willingness to find a solutionRefuse to compromise Common goalArticulate the conflictExplore solutionsSurface assumptionsChallenge assumptionsA dash of creativity
- 67. The Shallow Thinking ProcessA problemHappy DaysRoot Cause AnalysisTHE SolutionThis is what we needed all along!Why don’t we have what we need?Magic Happens Here
- 68. The Logical Thinking ProcessIntermediate Objectives MapPrerequisite/Transition TreeHow do we get there?In small steps.What is our goal?What are we missing?Future Reality TreeCurrent Reality TreeWould that work?What could possibly go wrong?Why don’t we have what we need?Magic Happens HereConflict Resolution DiagramWhat could be done to resolve the underlying fundamental conflict?
- 69. The Conflict Resolution DiagramArticulate the conflictFind the common objectiveReview clarity and logicFind the assumptionsChallenge the assumptionsExplore potential solutions
- 70. We can have our cake AND eat it!
- 72. Session RetroThank You!for your Gift of Feedback
- 73. Thank you!IntroductionsConsultant.Storyteller.Games Maker.Consultant. Project Manager. Games Maker.His Blog: blog.nayima.beHer Blog: www.selfishprogramming.orgNAYIMAWe make play work
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.
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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.
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- #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.