When endeavoring to develop an understanding of the nature of something it is generally useful to create a model of some type to aid in surfacing that understanding.
Our actions are based on our beliefs and the results of those actions are the basis for our beliefs. The difficulty we create for ourselves is that we make assumptions as to how to interpret the results we select based on our beliefs. As a result we are often operating on a flawed perspective of reality.
This is a template which one might use as a basis for creating Insight Maker Relationship models. Links have default style of the blue ones in the diagram. The easiest way to get the red dashed links is to CTRL+d to duplicate them and then connect where appropriate.
There are things we can influence and usually a broader array of things we are concerned about though can't influence. It's important to know the differerence otherwise we waste our energies trying to change things we have no influence over.
It's now time for the stakeholders to take the investigation resulting from leverage and craft a strategy which will address the current situation in a manner that is beneficial to the whole system.
In addition to identifying the relevant stakeholders it is essential to understand which elements of the situation are relevant to which stakeholders. Often this is quite apparent and at times it's not so obvious.
There exists a well defined set of possible ways to alter an existing set of interactions. Each of these alterations will produce a particular effect depending on the relations the change is relative to. Identifying which are possible and which will migrate the interactions to produce the desired situation is the essence of the strategy.
One question that I seem to be getting more and more often is "Should I do this in Insight Maker or Kumu?" At one time that was an easy answer, and still is for certain things, for others it's becoming more and more difficult.
The situation Big Box Distribution considers to be a problem is an average accounts receivable period which is considered unacceptable as it is costing them money.
The limits to results structure endeavors to bring a balance between a current state and a desired state though more often than not the action is limited by some constraint. See also Archetypes.
It is now appropriate to investigate the possible leverage points for the current situation in an attempt to understand the most appropriate components for the strategy.
An escalation structure results from two or more competing entities with the competition taking them to somewhere none of them want to be. See also Archetypes.
