About this Presentation
This presentation describes the use of the thinking processes (TP) logic diagrams for determining and managing the required change and to discuss their use in implementing performance improvements within a governmental service organization. Key learning points include: (1) Establishing improvement measures in a cost-center subsystem; (2) Quantifying performance in a non-profit environment; (3) Appreciating the importance of avoiding political correctness in stating the core conflict; and (4) Using a systematic approach to the development of a strategic injection that will invalidate multiple assumptions underlying the core conflict. Benefits to attendees include: (1) Discuss issues associated with the global performance measurements (T, I, and OE) in a public sector organization; (2) Learn how to overcome pitfalls in using the TOC TP in a governmental service-oriented subsystem; (3) Discover how the TP have enabled public sector managers to use ‘out-of-the-box’ thinking to overcome their system constraint.
What Will You Learn
To help you get the most value from this session, we’ve highlighted a few key points. These takeaways capture the main ideas and practical insights from the presentation, making it easier for you to review, reflect, and apply what you’ve learned.
The speaker and a student have been working on a project to improve the management of the Albuquerque Water Department using TOC thinking processes.
The project faced challenges due to the hierarchical nature of public service organizations and the need for approval from elected officials and political appointees.
The speaker discussed the development of a strategic injection to address the core conflict of dedicating resources to improvement efforts versus repair work.
Instructor(s)
