Did you already SWOT yourself?

SWOT stands for Strengths, Weaknesses, Opportunities, and Threats and SWOT analysis is often used to assess a project, a venture or reflect on the organization’s relative forces compared to competition and business.

A SWOT analysis can be done on one’s self in order to get clarity about one’s Strengths, Weaknesses, Opportunities, and Threats, before a job interview or when facing an important decision.

“SWOTing” oneself can also be useful just to get clarity on one’s status, so to say. Being aware of these four dimensions helps to get clarity about thyself and to take decisions with more than just gut feeling. Let’s start with Strengths and Weaknesses

Strengths and Weaknesses are very self-centered. It’s all about individual traits and how they compare to others. Of course, strengths and weaknesses are relative to the circumstances and the self-assessment should be done with a specific “use case” in mind.

Strengths

List your distinctive strengths, what you are really good at, what makes you different from colleagues and other people, what makes you stand out of the crowd, and would be a real advantage over similar profiles. Be honest.

Strengths must be specific and difficult or long to acquire for your “competitors”.

Weaknesses

Being clear about own weaknesses sets the boundaries about what you can do and what not. Awareness about your own limitations and weaknesses will probably prevent you to try something out of reach or likely to fail.

Weaknesses may be disqualifiers when applying for a job or when looking for a promotion.

It is also an indication of what to improve – if possible – and about what your competition is potentially better.

Now to the external factors. Circumstances and social and professional environment are changing constantly, providing new Opportunities but also exposing to Threats.

Opportunities

Circumstances and environment at large may provide personal development or new professional opportunities. Clarity about one’s strengths and weaknesses helps to decide to seize an opportunity or to get prepared for it. Sometimes the gap is too big and thanks again to clearly knowing one’s limits, the right decision can be made.

Threats

Everything is going VUCA, an acronym for Volatile or unstable, temporary, Uncertain, Complex and Ambiguous. Threats are somehow the flip side of the Opportunities: what can be a real chance for one can be disastrous for another.

Threats can come in a form of a new “competitor” or a technology that trump your skills or make you as a contributor… unnecessary.

Threat can be the obsolescence of your knowledge, the decline of some abilities in time…

Threats can come in so many ways that it is wise to question them about being plausible and their probability. Take into account only the most plausible and likely ones.

Once clear about the exposure to risks, figure out how to mitigate or bypass them.


Related: When facing a choice, get clarity with the change matrix

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When facing a choice, get clarity with the change matrix

The change matrix is primarily a tool to explain why people seem to resist change, but it can be used to make a decision when the appeal of the proposed change is facing some doubts about losing more than gaining.

Doing the exercise of filling the matrix should help getting clarity about the plusses and minuses of the change, and base the decision on some rational weighing.

In order to understand the matrix and the associated metaphors, I recommend watching the video.


When facing a choice with significant impact on current and future situation

An envisioned or proposed major change in life can be scary. Who never faced the dilemma of daring a change and face the uncertainty or keep everything as is for the sake of some “safety”?

The safety here can be nothing more than an illusion, but the familiarity of the current situation gives some impression to remain in control. In the current situation, everything seems predictable and known while a change will modify many things, adding a lot of unknown and uncertainty.

Furthermore the popular saying states that every improvement is a change but every change isn’t an improvement, adding to the fear of giving up something good for worse.

Relying only on gut feeling may not be the best way to make the decision unless one trusts his or her intuitions. The change matrix can bring some clarity when the exercise is done honestly.

Pot of gold and mermaid

Write down all promoted benefits as well as those the intuition suggests. What makes the change desirable and that CANNOT be gotten or achieved in current situation?

Switch to the mermaid and ask yourself what would make you ignore the pot of gold, something of great value ONLY provided in current situation.

The capital letters stand for extreme wording, a technique useful for identifying false assumptions. If it sounds weird or not true, the assumption is probably false or overstated.

Crutches and alligators

Assess the risks of change figured by the crutches. What can possibly go wrong with the change that WILL end up with SIGNIFICANT damage?

On the other hand what CATASTROPHE WILL happen by keeping the status quo?

Looking at the matrix

It is time to look at all quadrants and check in which direction the matrix points. Hopefully a clear indication is shown, either favoring change or recommending to stay put.

The last time I applied the matrix to a personal important choice I was surprised how clear the best choice appeared.

It was consistent with my intuition but was more elaborate, thus added much clarity to the best choice. The result could have been opposite and could have put a rationalized end to a fantasy. The clarity and the list of pro and cons gives great confidence about the decision to make. I really recommend to give it a try.

Possible biases

When facing a desirable change, one may overestimate the size of the pot of gold as well as the threat of alligators while underestimating the risks (the crutches) and the sex-appeal of the mermaid.

In plain English this means overestimate the gain or benefits of the change as well as the potential danger of not changing, thus making the change desirable. This looks much like fulfilling a self prophecy.

In order to complete the demonstration or reinforce the desirability of the change, the risks associated with the change are minimized or ignored and the advantages of the status quo downplayed.

Conversely, when facing a less desirable change and even more in case of an undesirable change, the person may evaluate the quadrants in an opposite manner: overestimating the number of crutches and the sex-appeal of the mermaid while underestimating the value in the pot of gold as well as playing down the threat of alligators.

Again the translation in plain English: to justify the rejection of a proposed change the risks of the change are magnified and the advantages of the status quo highlighted while the benefits of the change are questioned and the threat of not changing minimized or even denied.

I  order to avoid this pitfall, it is meaningful to share all (emphasize “all”) the elements of the choice in the most neutral manner to a person of confidence or (someone selected as) a coach. A new external point of view may question the rationale and propose a new perspective.


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Reader question: Goal Tree vs. Current Reality Tree

Here is a reader’s question: I have difficulty seeing the difference between the Goal Tree and the  Current Reality Tree (CRT). With these two trees we assess the process. What are the main differences between the two?

The Goal Tree and Current Reality Tree (CRT) have nothing in common. They are not even meant to care about processes but about the system as a whole. Neither the Goal Tree nor the CRT are process maps.

>Lisez-moi en français

A Goal Tree lists all Necessary Conditions to achieve a Goal, which is not yet achieved, so it is about the future.

The CRT describes why the Goal is not yet achieved in the current state. It starts with identified Undesirable Effects (undesirable for the system as a whole) and drills down to the few critical root causes.

A Goal Tree is built from top-to-bottom with necessity logic while the Current Reality Tree (CRT) is built from top-to-bottom using sufficiency logic. This building top-to-bottom is maybe the sole commonality between the two.

To learn more about the differences between necessity and sufficiency logic, check out my post: Goal Tree Chronicles – Enablers vs.triggers

The name Current Reality Tree is somewhat misleading because the CRT is limited to the description of the negative outcomes. It does not describe all the Current Reality. This is saving a lot of unnecessary analysis as well as a warning to not mess with what is currently producing Desired Effects!

What could have caused some confusion to my reader is the fact that a Goal Tree is a benchmark against which to measure the gaps in current reality.

When doing this I use a 3-color code to indicate each Necessary Conditions status. I assess the current condition of the system with the Goal Tree as benchmark. The first autumnal-colored tree should be kept as is as a snapshot of the situation at the beginning. Distinct trees are used later to monitor the progress of ‘greening’ the tree, i.e. closing the gaps to achieve the Goal.

I hope this helps to understand the differences between a Goal Tree and a Current Reality Tree.

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Scrutinizing and improving a Current Reality Tree (video tutorial)

In this video, I scrutinize and suggest improvements on a Current Reality Tree (CRT) found on the Internet. A logically sound CRT is key to convince audience about the robustness of the analysis and the reality of the causes to the trouble. If there is room for doubt or the logical has flaws, chances are that the audience will not buy-in, especially those having some “skin in the game”…


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Beware of the Logical Thinking Process apparent simplicity

It happens often with methods and tools that look simple: people giving it a try think they master the subject when in reality they more or less failed with their trial. It is not different with the Logical Thinking Process.

The Current Reality Tree is maybe one of the logic trees the most attractive to rookies. The classic Theory of Constraints’ Thinking Processes as well as Bill Dettmer’s Logical Thinking Process propose a structured and step-by-step approach to go from gathering “undesirable effects” or UDEs to revealing the root causes via a Current Reality Tree (CRT).

Even so the two approaches have slight differences, they follow the same construction and analysis pattern and both the stress the need to build the CRT with the mandatory logical soundness. Therefore there are rules to follow as well as a check process called the Categories of Legitimate Reservations (CLR).

Alas, what most people recall is that the Current Reality Tree is built by connecting UDEs with cause-and-effect sufficiency logic relations using a simple if…then… verbalization. Then, look at the bottom of the tree and somewhere there lies the mother cause of all evil. Kill this root cause and the whole tree of negative consequences will collapse. Tada, job done.

The apparent simplicity of building a CRT and some overconfidence, mixed with the laziness to go through thorough checking ends up with disappointing trees which are not logically robust.

Besides the risk of failing to find the right causes to problems and consequently proposing inappropriate solutions, the analysts may be taken by surprise by someone listening to their brilliant demonstration and pointing out flaws of logic. Embarrassing.

This can be devastating, because even if the analysis is ultimately leading to the real core problems, the doubts raised during a flawed presentation may end up in disbelief or rejection of the conclusions.

As Bill Dettmer warns in his personal style at the end of his 6-day intensive Logical Thinking Process Training Course, “You are now armed and dangerous”. In essence he gave the participants potent weapons, but their lack of practice may lead them to shoot themselves in the leg.

Well, considering my own scars, I can only agree.


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What advice to people wanting to experience the Logical Thinking Process Training Course?

Paris June 28th, 2017. The 6-day Logical Thinking Process Training Course with Bill Dettmer is just over. We asked the participants not in a hurry to rush to an airport or train station if they would share their thoughts about the course in front of a camcorder?

Cédric, Sverre and Leo were so kind. Bill asked them about their favorite takeaways and advices for people willing to take the course.

As a veteran with 5 attendances (being part of the organizing party) I delivered my testimony long ago, however, I reflected on what I would say now.

My favorite part of the course changed over the sessions, which is understandable with all that repeat. Now my favorite part is working hands-on on trees, cross presenting them and have them scrutinized. That’s the closest we can get in a room session while working on somebody’s real-world case.

This brings me to my advice: come prepared (read the pre-course reading material) and have a real-world problem to work on. The best is a problem with which the participant has enough inside knowledge and enough influence – if not power – to make change happen.

What happens during the course?

This last June 2017 session was in my opinion a good one because the cases were mostly about founding a new business, spinning-off from actual one, or trying to reinvigorate an existing fading one.

With entrepreneur spirit and most of the options open, the Goal Tree was piece of cake. Well it seemed to be piece of cake. Once in front of a large empty sheet of brown paper and a demanding mentor in the back, the candidate entrepreneurs had to turn their brilliant idea in a compelling and robust Goal Tree.

The Current Reality Tree (CRT) brought most of them back into their unsatisfactory actual state, but at least with clear understanding of what causes the Undesirable Effects (UDEs). Conflicting objectives or decisions were uncovered and creativity called in to dissolve the conflicts.

Logical Thinking Process / Theory of Constraints’ Thinking Processes aware readers recognize the Evaporating Cloud (EC) to do that.

On the group went, injecting solutions into their current reality in order to turn the UDEs into Desirable Effects (DEs). This was done thanks to the Future Reality Tree (FRT), a kind of logical (and virtual) proof of concept to test the solutions.

Bill instructed the group to look for possible Negative Branches that may grow out of a seemingly brilliant idea and end up in a new and unexpected UDE. When such a branch is spotted, the trainee can be happy to have tested the solution on paper before messing up in real world! Luckily there are ways to trim such unwanted negative branches and it’s part of the training.

The final exercise is to list the possible obstacles to implementation and overcome them with a Prerequisite Tree.

Five trees per attendant gives a lot to review and scrutinize! And just as many learning opportunities!

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