Theory of Constraints and its Thinking Processes

2. To What to Change?
   By challenging the logical assumptions behind the Core Conflict, a solution to the Core Conflict is identified. This is only the starting point for the development of a complete solution – a strategy – for resolving all of the initial symptoms, and many others, once and for all. As in the Design of a Treatment Plan above, the strategy must also include the changes that must be made alongside the solution to the Core Conflict to ensure that that solution works and that the organization is restored to its “best possible health.” Respectively, these are often the changes to the policies, measurements and behaviors identified in What to Change?, as well as the organization’s strategic objectives. Lastly, the strategy is not complete until all potential negative side-effects of the strategy have been identified, and the means for preventing or mitigating them become key elements of the strategy. Trimming these negatives side-effects allows an organization to intentionally and systematically create strategies that are a win for all those affected.