Welcome to this series on the Theory of Constraints (TOC) with Ashton Fourie. It’s a 9 part series that looks how the Theory of constraints can help you grow your business.
In this ninth (last of this series) podcast on Theory of Constraints Ashton breaks down the layers of resistance and turning them into Moments of Agreements?
The myth That’s called “Resistance to Change!”
Ashton says that when we look at society it is clear that people are not naturally resistant to change. It is a myth.
People go through some of the biggest and most disruptive changes human beings can voluntarily go through – like getting married, having kids, moving home, changing jobs – all the time.
Yet, when companies start implementing the change you always hear that people are resistant to change. You can see from the above example that this is not generically true.
People resist change there must be more specific reasons than simply blaming it on human nature.
Taking People Through Change To Change.
The Theory of Constraints borrowed some psychology information, applied it to business and to come up with the 9 layers of resistance. They need to be addressed systematically if you want to ensure that people support a change.
If people do not support the change, you can use these layers to systematically identify exactly where the problem is.
Here are the 9 layers:
- Layer 0: There is no problem
- Layer 1: Disagreement on the nature or definition of the problem
- Layer 2: Believing that the problem is out of my control
- Layer 3: Disagreement on the direction of the solution – i.e. what exactly the issues are that a good solution should address
- Layer 4: Disagreement on the details of the solution. The details are the actual solution that is being proposed that should solve the problem.
- Layer 5: “Yes, but …” Concerns regarding negative ramifications of the solution, or ramifications even of having the problem solved.
- Layer 6: “Yes but we cannot implement the solution.” Concerns regarding the difficulty, cost, etc. of the proposed solution
- Layer 7: Disagreement on the details of the implementation. You cannot do it like this because of these laws, and those rules, and this part of our culture … and so on.
- Layer 8: The risk of the solution doesn’t justify the benefit.
- Layer 9: “I don’t think so” Social and psychological barriers, such as ethics, morals, generally accepted principles and so on.”
Moving into the Moments of Agreement
The moments of agreement is something that Ashton has built based on the layers of resistance.
He discovered is that if you systematically work through the layers, and at each layer get all the stakeholders to agree, then you can immediately catch the point where disagreement sets in, which would create a layer of resistance, and address is at the right level.
Business Relearnt – Learn To Unlearn, Relearn.
Fast constant change demands that we keep looking at how we do things and to keep learning new ways to solve our customer’s problems. What business relearnt series provides you with approaches and methodologies to help you do that.
The Full Business Relearnt TOC Series – Broken Down?
TOC offers you many opportunities to look at doing things in a different way. Ashton breaks down how you can do this in this series. Here are the topics around the theory of constraints that we will cover:
- Why you cannot ignore TOC
- The surprising inverse relationship between the number of improvements and actual improvement
- Are you spending too much money for increased capacity
- The costly mistake of elevating your constraint first
- Design for Delegation – Three levels of work
- Planning too much is planning to fail
- You don’t want project management – You just want to get your projects done!
- Theory of Constraints and Employee Engagement
- Turning the layers of resistance into moments of agreement
Who Is Ashton Fourie:
Ashton is a proven growth strategist and looks at building sustained success in tough economic climates.
He is the CEO of 5-2-50 (pronounced Five To Fifty). This is a South African based company with a vision to eradicate poverty through ensuring that there is a good job available to every woman and man on earth who is able and willing to work.
5-2-50 help’s their clients formulate a clear vision and strategy to grow up to ten times in size in a period of no more than five years. Their toolset is a combination of Theory of Constraints, Lean and Agile interventions, combined with their strategic management methodology that has been tested in the local and international market.