Focus and Leverage Part 209

In this posting we will complete the construction of the Transition Tree and finally answer the question of how to cause the change to happen.  Just as a reminder of where we finished the last posting:

If we look at the objective and ask “What actions will be required to achieve the objective” we can build a list of those actions.

 
1.  Do an analysis of training needs/time required.

2.  Make a presentation to get management approval.

3.  Have the staff available to create the training.

4.  Conduct the training.

What need are you trying to fill by taking action number 1?  What would be the desired outcome from taking this action?

 

You can keep building the TT by asking, “If the training needs are defined and you take another action, then what would the desired outcome be?  Is it something that you want?

 

If the training approach is available and approved by management, what would the next desirable outcome be?  What action would you need to take to achieve the desirable outcome?  Is there an additional need to fill?

 

 

The desired outcome could be the “Best training courses are developed.”  An action you would take is to determine staff availability to create the training, with the need being adequate time to create the training.

 

We can continue building the TT until we find a DO that connects with the objective.  An additional action would be to actually conduct the training for the employees.  Once the employees have the information (training), then they have the necessary training.  The TT defines the actions (steps) required by YOU (or someone you assign) to make the Objective real, which in turn makes the IO real from the PRT.

Now you know what actions YOU need to take and in what order you need to take them.  There is no mystery, if give you the place to start and the action to take.  Transition Trees are really very simple.  The important part about constructing a TT is to make the action at a level that you can do right now.

There is also a possibility that a negative branch could be associated with a TT.  Keep your eye open for possible negative branches that could come from action(s) you take or, from desired effects that are either achieved, or missed, because of a negative branch.  If such is the case, an alternative action is needed to overcome the negative effects.
In our next posting we’ll summarize what the full Thinking Process Analysis can do for your company or organization.  We will follow that posting with a short-cut of types.....the IO Map.

Bob Sproull