Why would I learn to think (logically)?

Most people are convinced of their ability to think logically and don’t see the point of getting a specific training like the Logical Thinking Process  training course.

Indeed, in some extend most of the people have an innate basic logical thinking way, otherwise our world would be pretty weird.

Yet it is also true that many people are unable to structure properly their thoughts and express their ideas with clarity and in a straightforward brilliant logical way. Even so it makes sense in their mind, what they try to share doesn’t always make sense to others.

How many times did you listen to someone and ask (yourself) “so what?” once the speech is over.

The importance of clarity

The first important thing to achieve is to express ideas with clarity. Clarity means that the idea, purpose, objective or goal is expressed in an unambiguous way, letting no room for misunderstanding or interpretation.

Clarity is always important. As an employee to be correctly understood by managers and colleagues and as a leader to be correctly understood by the team members or subordinates.

Imagine the consequences of an ill-stated objective. Stakeholders may misunderstand it and do something unexpected but aligned onto the objective they understood. Such kind of situation can be costly in terms of motivation – the stakeholders are feeling bad about their misunderstanding, resenting their leader for his/her poor objective statement and disappointed for all the energy they put into some action, for nothing – and in terms of resources and time wasted.

Ambiguous or ill-stated objectives are also welcome for some people to smartly escape some chores or refrain to commit to something they don’t agree, don’t want or don’t like. Room for interpretation is also room for later arguing. Something not desirable when some objectives are non negotiable.

Conversely, the inability to clearly explain what has been achieved, why and how it contributes to achieving some objective may make a team member look as a poor performer even so his/her contribution was significant.

It is frustrating to be a brilliant contributor to some project but unable to explain why and how. It is also frustrating to be unable to “sell” a brilliant idea to colleagues, the boss or customers.

Sound logic

The robustness of a cause-and-effect analysis or demonstration is also important in order to convince readers or listeners about the soundness of the ideas expressed.

According to the principles of adult learning, sense and purpose must be fully understood for adults to commit to something. If the rationale of some project or actions asked is not demonstrated in a clear and sound (robust) way, it will invite opponents to fight against it, making use of all “holes”.

Some undertaking presented in a fluffy way with many unanswered questions remaining open is scary. Opponents will have it easy to reinforce the doubts and fears of the audience by pointing out the inconsistencies and “holes” in the reasoning.

Lack of confidence is very likely to turn away customers, stakeholders or decision makers from the best of proposal. Instinctive risk aversion is probably more common than innate logical thinking.

Using “long arrows”

Many people with good logical thinking abilities will mentally cut corners and use “long arrows” in their demonstration. A long arrow is a metaphor for skipping several cause-and-effect steps linking an effect to a cause or the other way round.

While the link exists, it does not appear clearly. The audience cannot understand the rational link between an effect and a cause and may lose trust or interest about the presentation, get stuck because of this logical “hole”, doubt about the reality and validity of the ideas expressed, and so on.

Long arrow example

I have to make a presentation in building n°10, 15 minutes walking from here. It rains. I need an umbrella. I must borrow one.

“Could I borrow your umbrella because I must present my report?” I ask a colleague.

My colleague may ask herself what the link is between presenting a report and her umbrella. She will probably lend me the umbrella anyway, still not understanding what for. I did not feel necessary to explain the whole sequence of cause-and-effect, perfectly clear and logical in my head but strange when expressed that way.

Now imagine asking for commitment to something very important and serious that does not make sense because of long arrows.

Mastering logical thinking is also about avoiding long arrows and being able to detect them. I guess someone trapped with long arrows would be grateful for the help by someone seeing the shortcut and helping to reformulate the idea in a more robust and clearer way.

Mitigate the risk of “negative branches”

Negative branch is another metaphor used in the Logical Thinking Process, were logical relationships are depicting in logical trees. A negative branch is an undesirable effect or chain of cause-and-effect that “grows” from an action or decision taken.

Negative branches are often growing unexpectedly because the action was decided or decision taken without checking the possibility for things to go in an unexpected and undesirable direction.

Some fixes for a problem can result in other problems to arise, sometimes worse than the initial problem that was to be fixed.

Awareness and practice of the Logical Thinking Process hones the ability to “foresee” or at least to prevent negative branches and craft better solutions.


Basic logical thinking is a given and it may appear strange to promote “learning to think logically”. But it is as with many other things supposed to be “common” but aren’t. Common sense for instance is not so common.

Therefore there is a lot of room to improve one’s logical thinking skills.

Once introduced to the Logical Thinking Process, there are daily opportunities to hone one’s scrutinizing abilities. Newspaper, tv news, blog posts, speeches… are not always constructed with sound logic. Fallacious reasoning is easier to debunk, as well as surfacing false assumptions or “insufficient causes” on which some thinking are built upon. Negative outcome can be sensed and hopefully prevented.

Mastering Logical Thinking helps for better analyzing situations, understanding real causes of problem, crafting better solutions and expressing oneself much better.

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Samples from LTP training with Bill Dettmer (Day 1)

Paris, June 2016. Bill Dettmer delivers his 6-day Logical Thinking Process training course in our offices. I am attending on the host’s and partner’s side, going through the whole course for the second time (I got my certificate the previous year) as a backup facilitator-if-needed, a master of ceremony, reporter and videographer.

While Bill is sharing his knowledge and experience, I videotape with his consent in order to promote the course and show you samples of what happens during the 6 days.

The following video shows samples of the morning of the first day, once introductions have been made, backgrounds, expectations and motivations of attendants shared.

I am sorry for the poor image quality due to low light, but this is a tradeoff between sharing the experience with the viewers and bothering the course attendants who paid for their seat.

The first morning is spent on some basic theory about the logical relationships, the structure of the different logical trees and how to build them. It paves the way for the afternoon’s exercise in which each participant builds his/her own Goal Tree, then, in turns, presents it to others and have it scrutinized by the others, under Bill’s supervision and coaching.

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Where I could have used a Goal Tree but didn’t know about the tool then

During the June 2016 Logical Thinking Process alumni reunion, Bill Dettmer asked the participants to share their “War Stories”, i.e. experience with the Logical Thinking Process (LTP) and LTP tools.
I came up with several short stories. In this excerpt, I recall I could have used a Goal Tree but didn’t know the tool at that time.

The story I tell is the one that inspired my post Goal tree chronicles – The pharma plant.

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Bill Dettmer and David Poveda share views about planning

David Poveda is a Colombia-based consultant, Owner and  Director of FLOWING Consultoria. David is well-known for his successful implementations of Theory of Constraints (ToC) and Lean-based solutions, and his expertise about Demand Driven MRP (DDMRP).

Just before the Logical Thinking Process training in Paris, in June 2016, he paid a visit to Marris Consulting and met Bill Dettmer. Both agreed to share thought about various subjects and in front of recording camcorder.

In this 10 minute video, David shares his views about planning techniques and somewhat surprisingly links ToC’s Thinking Processes to planning, especially Bill Dettmer’s Goal Tree .

According to David, the Thinking Processes should be called “the real planning processes“, because they are a complete planning and execution methodology. Bill is somewhat taken by surprise and explains the origins of his Logical Thinking Process (LTP) being in complex problem solving, but realizing with David’s inputs that changing what is done requires competent planning.

David goes on and explains that a Goal Tree is a planning tool for smaller projects as well, and many of David’s clients agree about not knowing how to plan. Therefore the LTP should be taught more widely.

Limits of Logical Thinking Process

In this excerpt of day one from the 6-day Logical Thinking Process training course, Bill Dettmer explains that the very front end, the two first tools (Goal Tree and Current Reality Tree) are deterministic, based on facts. The other steps and tools are about future, which can only be based on probabilities.

At the end of this short video, Bill gives his definition of the Logical Thinking Process.

Logical Thinking Process training June 2016 opening speech

Paris, June 2016, day 1 of the Logical Thinking Process training course hosted by Marris Consulting, Philip Marris welcomes the participants with a speech.

Philip’s speech is a mix of teasing and testimony as well as an analysis of the growing relevance of Theory of Constraints (ToC). Philip also explains how the Logical Thinking Process tools help focusing, the core idea of ToC. Finally he shares his thoughts about why the participants are in the room that day: it takes a peculiar mindset to go the Logical Thinking Process way, people do not attend this course by chance.

After more than 16 minutes, Bill Dettmer finally can welcome the participants too.

I was fortunate to attend on the host side to facilitate the 6-day course, also taking care about video and photos of the venue. If you want to see how the 6 days unfolded in fastforward (2 mn), >click here<

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3-color system for Goal Trees

In this 5 minute excerpt from the Logical Thinking Process (LTP) Alumni reunion with Bill Dettmer, June 2016 in Paris, France, I explain my 3-color system for assessing the current reality with a Goal Tree.

The 3-color system is a visual management tool to assess the organization’s readyness to achieve its Goal and shows where to act in priority.

You’ll find several articles on this topic here on my blog, for instance:

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What is a critical root cause?

A root cause is the beginning of the cause-effect relationship*. Thus when working down the chain of causes and effects from a problem to its cause, a Root Cause Analysis (RCA) meets causes themselves being effects of some underlying causes and so on, down to the root cause from which everything about the problem originated.

According to wikipedia, a root cause “is an initiating cause of either a condition or a causal chain that leads to an outcome or effect of interest. Commonly, root cause is used to describe the depth in the causal chain where an intervention could reasonably be implemented to improve performance or prevent an undesirable outcome.” https://en.wikipedia.org/wiki/Root_cause

In “The Logical Thinking Process, A Systems Approach to Complex Problem Solving”, my mentor and friend Bill Dettmer defines a root cause as:

  • *The beginning of the cause-effect relationship
  • The lowest cause in the chain before passing outside the sphere of influence – the most basic thing one can do something about
  • The first cause beyond the sphere of influence, where someone can’t personally do anything about

In the context of the Logical Thinking Process (LTP) and more specifically when working with Current Reality Trees (CRT), a root cause is an entity with arrows coming out but no arrow going in. In this context a root cause is not necessarily something negative.

So far for the root cause, but what is a critical root cause?

Critical root cause

According to Dettmer, a root cause can be a historical event of the past or a fact of life nobody can do anything about. A root cause can also be out of the sphere of influence to change. Therefore, in order to solve problems and remove Undesirable Effects (UDEs), the problem solvers must search for critical root causes, which are defined as:

A policy, practice or prevalent behavior that constitute the lowest level of causality in existing reality lying within someone’s sphere of influence to change. (p108).

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