Thought processes are a series of cause-and-effect mapping techniques used to identify and overcome constraints in a system. They involve creating a current reality tree, using cloud evaporation and future reality tree techniques, recognizing negative branches, and using prerequisite and transition trees to make step-by-step changes. They are part of Goldratt’s theory of constraints, which assumes that any system is limited by a small number of constraints that prevent it from achieving its goals.
Thought processes are a series of cause-and-effect mapping techniques designed to help managers and employees think through the steps needed to reach a goal. They are part of a broader business management philosophy known as Goldratt’s theory of constraints. To decide what needs to change, entrepreneurs create a current reality tree. Cloud evaporation and future reality tree techniques are used to decide what to change, while the concept of negative branches helps business people recognize unintended negative side effects of change. Finally, a prerequisite tree and a transition tree are used to show the step-by-step changes that must be made to reach the goal.
If a company discovers that it is not meeting all of its goals, managers try to decide what they can change to overcome the problem. The current reality tree is a graph made up of boxes and arrows that show how one part of the system affects another. It is used to identify what Goldratt called unwanted effects (UDE), parts of the system that are not working. Once identified, managers can find the root constraint or underlying issue causing these UDEs.
The next step in the thought processes involves identifying the underlying assumptions and conflicts that cause the UDE. This is done using the evaporation cloud technique, a chart that starts with the objective and maps out the requirements and prerequisites needed to achieve that objective. Next, the future reality tree is used to map how changing one element will affect the entire system. This can result in negative ramifications. If the negative branches can be overcome, managers have figured out what to change. If not, they must look for another solution.
The last two thought processes are used to show employees how to make the change. The prerequisite tree maps the actions that must be taken and the obstacles that will result from those actions. It’s basically a series of goals and the problems that come with meeting each one. The transition tree shows a step-by-step explanation of each action and explains why it is needed.
The Doctor. Eliyahu M. Goldratt introduced thought processes in his book The Goal, published in 1984. They were part of his theory of constraints. This theory assumes that any system is limited by a small number of constraints that prevent it from achieving its goals. If these constraints are properly identified using thought processes, they can be overcome and the goals of the system can be achieved.
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