The Theory of Constraints offers a simple five step process:
- Identify the constraint
- Prioritise work at the constraint
- Optimise the constraint
- Add capacity to the constraint
- Goto 1
Often the hardest thing to do is step 1, to identify the constraint.
One of the main frustrations for a coach is that they can see the constraint but cannot convince the organisation that they need to address the constraint. This is because the organisation has not reached the state of conscious competence about the constraint. They may see the constraint but they do not value it. Paul Adams talk reveals that famous people make us aware of new things but we only adopt them (value them) if one or more of the four people close to us in that context value it.
This means that often before the organisation will accept the constraint, they must first see the coach as a close trusted advisor. In order to achieve this, the coach must first help the organisation remove the constraints that the organisation think are the most important. Even though the coach might be torn because Theory of Constraints shows that working on anything other than the constraint has no impact, they are actually working on the Zeroth Constraint. The Zeroth constraint is that the organisation do not see the coach as a close trusted advisor.
Coaches who do not address the zeroth constraint may find themselves frustrated or in conflict with the organisation they are coaching. They find themselves in this state because they are acting with integrity, they are trying to focus on the most valuable work for the organisation. However first, they need to align themselves and the organisation in terms of understand the value of fixing the true constraint. To do this, the coach may need to demonstrate that they can fix the constraints that bother the organisation even if they are not true constraints. Demonstrating this ability to address these constraints will give the organisation more confidence that the coach can help them fix constraints they might otherwise prefer not to acknowledge.
If you are coach who is worried about working on improving the system away from the constraint, feel confident that you are acting with integrity because you are working on the zeroth constraint.
This insight came out during a conversation with Tony Grout (of course). I would say it was his idea, he might say it was mine.