1st Edition
The Right Choice Using Theory of Constraints for Effective Leadership
Setting the Scene
The Background to the Book
Some History!
So What Is Leadership, and What Do I Mean by Effective Choices?
OK, so Why the Focus on Making Choices?
So Why Do People Delay?
Why Do We Have to Make Choices?
What Is a Choice?
A Working Definition
So Here We Are!
What It Means to Be Blocked—The Individual Level
What It Means to Be Blocked—The Team Level
What It Means to Be Blocked—The Organizational Level
Some Assumptions of My Own
The Choice Hierarchy
The Area Known as "Conflict of Subordination"
References and Further Reading
Some Thoughts on Leadership
The Starting Point: The Tools of the TOC Thinking Processes
The Use of the TOC Leadership Coaching Cycle
Station 1: What’s Holding Us Back?
Station 2: Why Is This Holding Us Back?
Station 3: What Is the Compelling Picture Going Forward?
Station 4: How Do We Achieve the Objectives Set?
Station 5: Review and Reflect on the Journey
What Are Undesirable Effects (UDEs), and Why Are They Important?
What Are the Criteria for Determining a Good UDE?
What Does a UDE Cost?
A Case Study from the World of the Manufacturing Industry
Beginning the Process of Developing a UDE
References and Further Reading
Gaining Consensus on the Problem
Gaining an Understanding about "Clouds"
A Discourse on Method
Case Study 1: Small-Scale Manufacturing
References and Further Reading
Case Studies to Help Us
Case Study 1 from an MRO Environment
Case Study 2 from an MRO Environment
Case Study 3 from an Outpatient Department in a Hospital
Leading the Team
Leading the Team to Achieve the Goal
Measuring the Progress of the Team
Making It Happen
The Flight Crew
References and Further Reading
Focusing on "Knowing Myself " as a Core Aspect of Leadership
Using "Personal Focus" to Gain Balance
A Final Thought
References and Further Reading
Making It Happen—Or Not
So Why Does this Happen? A Question of Paradigms
Paradigm Lock Overview
The Importance of Worldview
Paradigms: The Discussion Goes Deeper
The Four Elements of a Worldview
A Clash of Constructs
Three Perspectives
The Seven Basic Questions
References and Further Reading
Drawing It All Together
Developing the "Flight Crew"
Changes to the Organizational Structure
Making It Happen
Reflection on the Case Study
Drawing Conclusions from the Case Studies
The Coaching Quadrant
Healing and Restoring
Reconciling and Mediating
Sustaining and Nurturing
Guiding and Mentoring
A Reflection on Leadership
Final Thoughts
References and Further Reading
Index
Biography
Ted Hutchin, PhD, is the managing director of I & J Munn and principal of the TOC-Lean Institute. He is also a fellow of the Chartered Management Institute, a member of the Chartered Institute of Personnel & Development, and an industrial fellow in the University of Nottingham Business School.
In his work with TOC he has led the teaching, implementation, and ongoing coaching support across the full range of TOC applications throughout the manufacturing industry and also into the service and voluntary sectors with organizations as diverse as hospitals and the Anglican Church. He has lectured on the Masters in Supply Chain Management and the MBA within the Business School at the University of Nottingham and also on similar subjects at Cranfield University.
As can be seen from his research and writing over the past twenty-five years, the dominant theme has been the management of change and the problems and issues change creates for people. He has a proven ability to guide people in the creation of breakthrough solutions that get to grip with the core issues of the organization, the team, and the person’s own life. Using a holistic approach to addressing such issues and developing.
