Goldratt’s Rules of Flow: Chapter 12 – “Dynamics of Theories and Trends”

[If you haven’t read the original version of The Goal – it’s a better book. Here’s a chapter-by-chapter video summary, and a <60 second summary too.]

Pages 67 – 70

On a Friday evening a few weeks later, Abbie tells Marc that some of the team is idle and unhappy about it. Marc goes on a blind date with Tina. In some ways, the writing about Marc is as unsatisfying as the description of Julie in The Goal.

Best Writing, Quotes

“They have nothing to work on, and more people are considering joining them.” Abbie to Marc on a Friday evening letting him know people are upset – Page 67

“Not gorgeous but definitely cool, he concludes.” Marc out on a blind date, Page 68.

“Some trends become part of the norm so they are not considered trends anymore,” she says, “and some trends shouldn’t have been born in the first place.” Tina to Marc on their blind date, Page 69.

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Goldratt’s Rules of Flow: Chapter 11 – “The Misconception About Starting Early”

[If you haven’t read the original version of The Goal – it’s a better book. Here’s a chapter-by-chapter video summary, and a <60 second summary too.]

Pages 61 – 66

Isaac, Marc’s father, hears from a customer that the company’s approach to projects is changing. He meets with Isaac to learn more, and respects his son’s decision to make a bold change. Efrat Goldratt-Ashlag uses a similar writing technique as her father did with Alex Rogo in Chapter 7 of The Goal – the primary character’s ability to retreat is removed, forcing them to try approaches that would otherwise be seen as reckless. Just as Rogo follows Jonah in The Goal to make big changes that are contrary to popular opinion, Marc follows Professor Richard Silver’s guidance on changing their approach to projects because otherwise the business will fail.

Best Writing, Quotes

“His people contacted Wilson with a requested change and heard they are currently not working on the project.” Page 61

“We assumed that the sooner we start working on it the great the chance we’ll get it done in time.” Page 62

“Starting early with each project does not increase its chances of being completed on time.” Page 62

“But changes of this magnitude take considerable time to figure out and many of them don’t bring the desired results.” Page 63

“This is a bold move, son,” Isaac says, and continues in a stern voice, “don’t mess up.” Page 63

“Either you’re late on the dates that you commit to, or you finish three projects in one week?!” Sam to Marc, upset with early project completions – Page 64

“The multitasking in engineering is not only a killer of time for them, it’s also a killer of capacity for the departments down the line.” – Page 65

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Goldratt’s Rules of Flow: Chapter 10 – “The Multitasking Game”

[If you haven’t read the original version of The Goal – it’s a better book. Here’s a chapter-by-chapter video summary, and a <60 second summary too.]

Pages 55 – 60

After deciding to move forward in Chapter 9, Marc and Abbie take their idea to the engineering project team – where they meet with some expected resistance. Nonetheless, they persevere.

These observations are very similar to ones made in Chapter 28 of The Goal. The playing of the game is also very similar to what Alex Rogo does with his son’s scout troop in Chapter 14, between Chapters 13 and 15, which encapsulate Herbie’s famous scout hike.

Best Quotes, Writing

“We are going to find the needed time within the hours you already put in.” Page 55

“What if you should multitask less?” Marc to Noah, Page 56

“When multitasking, the same projects took the same people a lot more time.” Page 57

“If we reduce the multitasking, we’ll likely have fewer quality issues.” Marc, Page 58

“But no matter what, I won’t ask you or anyone else to stop what they are doing if they are in the middle of a task.” Page 59

“Work on your number one priority until you’re done with it and only then move on to priority number two and so on.  In any case, no one works on the projects that are frozen.” Marc, Page 59

“They are expected to give it a try, but no one really believes it will work.” Page 60

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Goldratt’s Rules of Flow: Chapter 9 – “Will it work?”

[If you haven’t read the original version of The Goal – it’s a better book. Here’s a chapter-by-chapter video summary, and a <60 second summary too.]

Pages 47 – 55

Marc visits with Abbie about cutting the WIP – freezing projects – in order to increase their throughput. Abbie observes that if they want to cut execution time in half, they should probably cut the WIP in half too. These observations are very similar to ones made in Chapter 28 of The Goal.

Best Quotes, Writing

“After the class on Saturday morning Marc kept thinking about the idea of controlling WIP.  He can’t find any flaws in the logic. The question is, will it work?” Page 47

“So that means that if we want to improve our performance, we need to do something very differen than what we are currently doing.” Marc to Abbie, Page 48

“For example, if A gets stuck in the middle of a project, and B stops what they are doing and helps A out so both of them can quickly move on, the overall flow of projects benefits so that’s good multitasking.” Marc to Abbie, Page 49

“We can’t really judge if our multitasking is good or bad.” Abbie to Marc, Page 50

“To rectify it, we should start controlling the WIP.” Marc, page 50

“We got it done in three months, which means it’s possible.  I’d like to get to a point in which we finish every project in three months.” Marc, Page 51

“I think that means that we need to cut the number of projects we work on in parallel, also in half.” Marc to Abbie, Page 51

“Let’s give it three months.” Page 52 – Marc to Abbie – anyone will agree to something in the short term.

“Marc can smell her subtle perfume.” Page 53

“I want to roll it out tomorrow.  Will you help me figure out how to explain it to others?” Marc to Abbie, page 53. 

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Goldratt’s Rules of Flow: Chapters 1 – 8; First Quarter Summary

[If you haven’t read the original version of The Goal – it’s a better book. Here’s a chapter-by-chapter video summary, and a <60 second summary too.]

[Click here for a 60 second video summary of the first 8 chapters of Goldratt’s rules of flow.]

The original The Goal was divided into 40 chapters, which made it easy to do a summary of the book by quarters. Rules of Flow is 171 pages with 27 chapters, and at the close of Chapter 8, we’re at page 46.

The Plot

Marc Wilson, age 32, runs the engineering team for his father, Isaac at the business he created Wilson Advanced Solutions. In the first chapter they loose their biggest customer, Doolen, because their projects are too late, which leads Isaac to say he’s thinking of selling the business. Marc enrolls in an executive MBA program, where his Professor Richard Silver teaches a class on rules of flow. Marc visits his older sister, Sam, who runs the production team at a location in the South and has a successful family – Marc is single and lonely. In class Marc learns about triage and the harmful effects of multitasking.

The Writing and Editing

There are many incomplete sentences, awkward indentation and other publishing / editing errors. Looking to the characters from the original The Goal – Marc is a childless Alex Rogo; Richard Silver is Jonah.

What’s The Goal of this Book?

It appears targeted at executive MBA programs with an emphasis on program management for IT.

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Goldratt’s Rules of Flow: Chapter 8 – “Bad Multitasking”

[If you haven’t read the original version of The Goal – it’s a better book. Here’s a chapter-by-chapter video summary, and a <60 second summary too.]

[Click here for a 60 second video summary of the first 8 chapters of Goldratt’s rules of flow.]

In Marc’s MBA class, Professor Rick helps the students understand the negative impact of multi-tasking, how it causes delays on projects, and ways to unfreeze their flow of execution.

Good Writing, Quotes

“Reviewing your homework,” he [Rick] opens up, “there is a consensus that multitasking is a necessary evil.” – Page 39

“Rick turns to the whiteboard and starts drawing.” He illustrates three projects done in sequence in two ways; one project-by-project, the other where the projects are chopped up – Page 40

Rick wants to make sure everyone got the point. “The major factor that impacts the lead time is the number of projects we multitask between. The more projects in the mix the longer the lead time.” Rick is effectively highlighting the change-over times between projects, as well as their interdependence on resources – Page 41

“It often happens that when we come back to a project we haven’t worked on for a while, instead of digging into what was done before, we opt to start over.” Rick on Page 42

“This is why I refer to multitasking as the biggest killer of time.” Rick, Page 42

“You bring a new one in only after you have completed one of the projects that you already started.” Rick, Page 43

“Some companies start by freezing twenty to thirty percent of their projects.” Rick, Page 44. Ice, thawing and flow…

“What’s important is to control WIP on an ongoing basis. To see to it that the flow of projects going through your system is fast and efficient.” Rick, Page 45 – the second sentence is not a complete sentence

“To improve the flow, we need to control the work in process we deal with at any given time.” – Page 46

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Goldratt’s Rules of Flow: Chapter 7 – “Removing the Nice-to-Haves”

[If you haven’t read the original version of The Goal – it’s a better book. Here’s a chapter-by-chapter video summary, and a <60 second summary too.]

[Click here for a 60 second video summary of the first 8 chapters of Goldratt’s rules of flow.]

Marc visits his sister, Sam, who runs their production site in the South. She’s not worried about their father selling and has a great family life.

Good Writing, Quotes

“He loves his nephew and nice and it has been months since he saw them last, at Sam’s fortieth birthday party.” Page 33

Throughout this chapter, Goldratt plays with themes from Christensen’s How Will You Measure Your Life?

“They got on a conference call with the customer, who sounded surprised by this inquiry so early in the process.” Page 34 – implementing triage is already showing an impact

“He wonders if she is single.” Marc is lonely – Page 35

“If I don’t like working for whoever buys the company, I’ll go work for someone else.” Sam to her brother, Marc – she’s not worried about Isaac selling, Page 36

“He has no idea how she ended up with a great husband and two wonderful kids.” Page 37

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Goldratt’s Rules of Flow: Chapter 6 – “Triage in Practice”

[If you haven’t read the original version of The Goal – it’s a better book. Here’s a chapter-by-chapter video summary, and a <60 second summary too.]

[Click here for a 60 second video summary of the first 8 chapters of Goldratt’s rules of flow.]

Back in Marc’s MBA class, there is a discussion about how they implemented the triage homework based on their work experience.

Best Writing, Quotes

“Well,” Kiara arranges her thoughts as she is making her way to the front of the class, “let me give you some background first.” Page 25

“We never thought about it as typing gibberish, but between us, we have been thinking that some of the work packages we are working on contribute little to nothing.” Page 26

“So, it makes sense to triage the projects according to their value,” Rick concludes. Page 27

Kiara says, “Many specs are added just because someone thought they would be nice to have or because of a rare instance where they might be needed someday.” Page 28

The vice president in charge of our division is looking into implementing Goldratt’s approach. Page 29

  • Wasting resources is the first obstacle to flow.
  • And the rule of flow to apply here is triage.

“The low-value projects should not be placed lower on the list but rather should be completely cancelled.” Charlie, Page 30

“For companies like yours, who sell their projects directly to the end consumer, every project means incoming revenue. I assume that your company knows how to choose the right projects that give you the most profit, so, you’re right, there is value in all the projects and there is no need for triage.” Professor Rick to Ted, who works in construction Page 31

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Goldratt’s Rules of Flow: Chapter 5 – “What is Triage?”

[If you haven’t read the original version of The Goal – it’s a better book. Here’s a chapter-by-chapter video summary, and a <60 second summary too.]

[Click here for a 60 second video summary of the first 8 chapters of Goldratt’s rules of flow.]

Summary

Marc works on homework from his executive MBA course over the weekend while reviewing projects at his office.

Best Writing (Pages 21 – 24)

“The homework for the Rules of Flow course is due today, which means he has three more hours before he has to post it.” – Page 21

“Triage is not only about prioritizing but also about deciding what is the right course of treatment.” – Page 22

“Marc makes sure that the experienced project managers work on the more complicated projects and when there is a need he gets them more people to help out.” – Page 23

“Both of them are rather small, they have little to no value, but they will take up some man hours to complete.” – Page 24

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Definitions: Hypernormalization & Hypernormal

Neither hypernoramlization, nor its British spelling of hypernormalisation are found in the Oxford English Dictionary or Merriam Webster as of February 2023. Wikipedia sources the phrase to Adam Curtis‘s documentary of the same name, which pulls the term from Alexei Yurchak, a Russian anthropologist who used the term in his 2005 book Everything was Forever, Until it was No More: The Last Soviet Generation.

Watching the Adam Curtis documentary is the best way to catch the mood of the term, however, his style is an acquired taste and the film is nearly three hours long.

There are many ways to deconstruct the word to make it usable in other situations:

Noramlize: to make (something) conform to or reduce (something) to a norm or standard

Merriam-Webster.com

Normalization, is the act of normalizing something; the making or reducing of something to a norm or standard. Hypernormalization gets interesting in its interpretation, because it could imply that the prefix ‘hyper-‘ applies to ‘normal’, or to the act of ‘normal-ization’. Is Yurchak making hypernormals or is he normalizing in a hyper faction?

‘Hyper-‘ as a prefix means “super, excessively, excessive, that is or exists in space of more than three dimensions” when defined by Merriam-Webster.com.

When Curtis’s work is referenced it often includes the popular Solzhenitsyn quote:

“We know they are lying, they know they are lying, they know we know they are lying, we know they know we know they are lying, but they are still lying.”

Attributed to Aleksandr Isayevich Solzhenitsyn (1918 – 2008)

Building on this quote and the documentary, a hypernormal would be a normal that is super, excessive, or even exists in space of extra dimensions. From the Curtis film and Yurchak’s work, the hypernormal results from the manipulation of reality – through media, propaganda, social conventions, and society to create an unsustainable perception of reality that defers from the underlying physical surroundings.

For Yurchak, the collapsing USSR was a giant hypernormal in which he lived, worked, and studied. Part of life in the hypernormal is that everyone can see the problems, but the situation prevents them from defining another way to live. In a hypernormal there is acknowledgment that things are wrong, however, there is an inability to conceive of a method to fix the situation. A need for change is acknowledged, what to ‘change to’ is unknown.

If we take an undefined noun – the hypernormal – as the original part of the term, then hypernormalization is the act of creating such a scenario. Hypernormalization is the creation of scenarios where the population recognizes they are in a hopeless scenario, however they cannot perceive a way out of the scenario.

Normalize is itself a loaded term, and perhaps should be the focus. If we normalize something and codify an activity that was previously novel, we run the risk of accepting something that should not become acceptable. In this scenario, hypernormalizing would be normalizing things at a great rate – an activity which could inadvertently create a ‘hypernormal’. By normalizing too fast, a society may recognize it is broken but be incapable of creating solutions.

Neologism: Are you in a hypernormal?

In a normal period of time – removing the modifiers that create a hyper normal – everyone may note something is wrong, but they can correct course. In a normal period, perhaps they don’t know things are off, but in that case, they don’t know that they need to change. Also in a normal period, things can be okay, in which scenario there is no need for change.

A 2×2 breakdown of hypernormal shows that it exists under two conditions:

  • A need for change is known.
  • Change is not possible.

One could exist inside of many hypernormals;

  • A work situation hypernormal.
  • A regional situation of hypernormal – for example failures in local utilities requiring upgrades.
  • National situations of hypernormal – for example tension between nations causing local supply chain failures, and no one is capable of resolving the issues.
  • Global hypernormal – there is a need for collaboration on certain crops or fisheries, yet no resolution is possible.

In fact, it is easy to see a situation where someone exists in multiple local hypernormals where problems can be easily addressed, but are never resolved. From my perspective, this was the warning of Curtis’s documentary – that the act of creating hypernormals is now easily done and is proliferating. The scenarios described in Martin Gurri‘s Revolt of the Public could be hypernormals – the situation is bleak, neither the protesters nor those in power no how to change course.

The world is ‘normal’ when we first wake up in the morning, when we pursue the same tasks we’ve lived with our entire lives – but minute by minute we encounter more hypernormals where we see inherently broken systems that are under no system of repair, maintenance or rejuvenation.

Hypernormal (noun)

An accelerated version of reality where the outlook is bleak, and yet there is no ability to change course.

“We thought it was difficult in normal times, but then the hypernormal came and not only were things difficult, we could see that there was no end to the difficulty and no ability for us to change our lot.”

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