Framework for
conversations that change decisions
We create conditions that allow us to observe events, identify patterns, and choose a next step
What happens in a conversation?
The conversation begins with a current situation.
The cause of this situation is identified.
A specific decision is defined to follow up on it.
A specific and recent event is presented, one that already has a visible cost to the operation.
The pattern behind the event is sought, not the person responsible.
The conversation concludes with a concrete agreement, a responsible person, and a review date.
Two agreements to guide the conversation
Agreements on the current situation
Recognizing the everyday aspects of the operation, understanding that the effort, time, and pending decisions involve a cost.
What critical problem can no longer be ignored?
Agreements on the use of information
When an uncomfortable situation arises, it allows us to understand how the system works, not to point fingers.
What happens in your organization when something troubling arises?
Traditional External Intervention
A predefined method is used.
It addresses what is observed without questioning its cause.
A report is submitted. The team remains dependent on an external party.
An intervention focused on the core
Start by understanding what makes organizations unique.
Look for the pattern that creates problems, not just the problem itself.
Leave behind existing capacity. The team can continue independently.
Not all interventions start from the same place
There is a difference between applying a known solution and understanding what needs to be done specifically with each organization.
Structural intervention in operational decisions
This work focuses on how decisions are made in practice.
Interventions are implemented at specific points where small adjustments improve operations.
Identify decision structures
Select the points of greatest influence
Define agreements and criteria
Consolidate operations
Each decision operates from different levels of the system
Identifying the appropriate level allows for precise intervention. Some changes correct what is visible. Others modify how the system works from within.
Emergencies and visible symptoms
Repetitive work, friction between departments. Correcting these problems without understanding their origin will only lead to them recurring elsewhere.
Decision criteria and agreements
Intervention in agreements that define decision-making generates modifications in the behavior of the system.
Shared paradigm
What is taken for granted is not questioned. Making it visible is intervening at the deepest level.
Visible impact on operations
When the criteria are clear and responsibilities are defined, the operation gains stability.
Less recurring friction
Clearer decisions
