* This case on parable of sadhu is basically focused on difference between individual ethics and group ethics(Corporate ethics).In this case, Mr. McCoy along with his team is on a 2nd trek to Himalayas. Team has already reached to height of 14,500’ and some team members are critical and tired. A sadhu is being handed over to the team by NewZelander’s. The team faces a conflict of whether to save sadhu or leave him and trek ahead. The team leaves sadhu with essentials and treks ahead . On reaching top Stephen alleges that they have reached on top sacrificing life of Sadhu over their personal aspiration
The Thinking Processes
The Thinking Processes emerged as TOC practitioners worked with organizations that needed to identify their core constraints and how to manage or elevate them. They needed the answers to three deceptively simple questions: • What to change?
• To what to change?
• How to cause the change?
The Thinking Processes are based on the scientific method, to which is added a simple visual language, the Thinking Process Diagrams, that are used for describing and reasoning about situations, arguments, and plans using the language of Cause and Effect. There are two basic kinds of reasoning: Sufficient Cause and Necessary Condition.
The Thinking Process Tools
From the basic Thinking Processes developed several techniques called the Thinking Process Tools designed to answer the three questions. The tools provide the ability to develop a complete picture of a system’s core constraints and how to manage them. Tool | Thinking Process | Starting Point | End Result | Current Reality Tree (CRT) | Sufficient Cause | A set of undesirable symptoms | The core cause of the symptoms (constraint) | Evaporating Cloud | Necessary Condition | A perceived conflict underlying a constraint | Possible win-win solutions | Future Reality Tree (FRT) | Sufficient Cause | A proposed solution | Necessary changes that implement the solution and avoid new problems | Prerequisite Tree (PTR) | Necessary Condition | Major objectives and the obstacles to overcoming them | Milestones that overcome all obstacles | Transition Tree (TRT) | Sufficient Cause | A set of goals | Detailed actions to achieve the goals | Strategy & Tactics Tree (S&T) | Necessary Condition | The highest-level goals of a system | A multi-tiered set of implementation steps |
Current Reality Tree
When a non-trivial system (a for-profit business, a non-profit organization, a department, or a personal relationship to name a few examples) needs improvement, it is often not clear what to change, even to people who have a great deal of experience with the system’s workings. This is because systems contain many cause-effect relationships that interrelate in complex ways, and understanding the system sufficiently to decide what to change is often even more problematic because the people with experience often have only a narrow view of the parts of the system they interact with. The Theory of Constraints (TOC) is based on the idea that all systems have a goal, or reason for existence— the rate at which a system can achieve its goal is called its throughput. The TOC also says that all systems have core drivers, which can be physical constraints, policy constraints, market constraints, or some combination of those, that have a major impact on the entire system and that ultimately (albeit indirectly) govern the system’s throughput. Ironically, the more complex the system, the fewer core drivers it is likely to have, due to the greater number of interdependent cause-effect relationships such systems contain. The Current Reality Tree (CRT) is a tool for discovering the system’s core driver, which is also known as the constraint. The constraint is the cause that is most common to the most severe symptoms the system is experiencing, and thus the constraint must be managed most carefully in order to most...