This website or its third-party tools use cookies which are necessary to its functioning and required to improve your experience. By clicking the consent button, you agree to allow the site to use, collect and/or store cookies.
Please click the consent button to view this website.
I accept
Deny cookies Go Back

Intelligent Management

Deming and Theory of Constraints for CEOs and Executive Teams for the Age of Complexity. Ess3ntial Critical Chain Project Management

  • THE DECALOGUE METHOD
    • The Problem for Every Business
    • The Systemic Solution
    • synchronize competencies
    • How It Works
    • business insight and foresight through systemic cause and effect reasoning
    • Our Education Modules for Systemic Management
  • about us
    • Dr. Domenico Lepore
    • the founders
    • Intelligent Management Success Stories
    • Our Books
    • Clients
    • Expanding Spiral of Positive Systemic Results with Intelligent Management
  • blog & books
    • Blog Theory of Constraints and Deming
    • Our publications
  • ITALIA
  • Contact
You are here: Home / Learning Centre / The Negative Branch Reservation (Thinking Process Tool)

The Negative Branch Reservation (Thinking Process Tool)

This is a Cause and Effect (sufficiency) Tree that starts at the bottom with a new idea and develops the logic that states why a negative outcome is unavoidable. This is an invaluable tool in the process of decision making within a team.

Example:

We are in the wilderness and we want to have a cup of tea. Are there Negative Branches (NBRs) attached to this?
We can imagine several, such as: NBR from the fire; NBR with the water we use; the temperature of the tea we drink or what happens if we walk away and do not put the fire out.  All of these NBRs have nothing to do with the tea, but they can cause undesirable effects on the environment we change.

What can go wrong when we have a fire?

If we are in the woods with a lot of dry leaves and we just start a small fire, without proper care and attention this small fire can become a big fire. The person who raises this reservation, the “Yes, but…,”   has the knowledge we need in order to construct the NBR, as he has the experience of what can go wrong. We can probe by asking, “How come?”

Screen Shot 2015-08-26 at 12.46.16 PM
 

IF we light a small fire, THEN there is a big fire BECAUSE: ….?

“Because,” leads to the answer,  “there are dry leaves and a dry wind and therefore the small fire will spread to the leaves and the wind will carry it away rapidly and before you say Jack Robinson you have a big fire you cannot put out as you are not ready for it.”

Wow.  What a stream of data.  But when you actually sort it out, you can see the full logic. This reservation can be captured and presented in a logical way – the NBR.

Screen Shot 2015-08-26 at 12.46.22 PM
The NBR may look  a little bit over the top to us, but we had better think about the worst scenario rather then handling the situation in a reckless way and suffering the negative consequences.  “Better safe than sorry.”

So, what do we do with the NBR?

If the logic is explicit enough we can see many ways of ‘trimming’ or removing the negatives, especially by attacking the assumptions entering into the tree from the side.  We can examine them and check if we need to take actions to negate their existence or their negative impact.

For example: Box No. 3 presents an assumption about the reality.  The person assumes that there will be many dry leaves around.  If they are right, we can agree to clear the area of the fire within a radius of two meters and  not to light the fire underneath small trees.
Box No. 5: There may be a dry wind.  If this is the case we will look for a protected area that is sheltered from the wind.
Box No.8: We had not planned to take  any means of putting out fires.  We can decide to take a  fire extinguisher with us, or to check  the place for the means available.

Boxes 3, 5 and 8 provide us with the ability to enhance the solution and be more prepared.

Boxes 2 and 7 are facts of life  that we can hardly change, but we can adapt our behavior  accordingly. If it is too dry and windy, we may decide not to take the risk at all, and drink water, or bring  a Thermos with hot tea.

Member Content

  • What is a System?
  • The Interconnection of Leadership, Quality and Innovation (open access)
  • What is a Systemic Organization?
    • Variation (open access)
    • What is a Constraint? (open access)
    • Decalogue Methodology (open access)
    • Quality (open access)
    • Interdependencies
      • Human Relations
      • Cognition
  • How Can You Manage Change?
    • Why Change? Part One
    • Why Change? Part Two
    • Not Change But Transformation
    • What Are the Thinking Processes? (open access)
  • What Does Complexity Mean and How Can We Manage It?
    • Life Sciences
    • Non-Linear Dynamics
    • Networks
    • The Organization as a Network of Projects
    • Fractals
  • The Applications from the Theory of Constraints
    • New Product Development & Innovation
    • Managing External Constraint – Marketing & Sales
    • Managing Non-Physical Constraints
    • Synchronized Management (Drum Buffer Rope)
  • What Are the Thinking Process Tools? (open access)
    • Real Life Example of a Future Reality Tree – The Proprint Case Study
    • Building the Core Conflict Cloud by Dr. Domenico Lepore
  • How Can You Optimize Resources and Processes?
    • Synchronized Management (Drum Buffer Rope)
    • Process Synchronization
    • Resource Optimization (open access)
    • Data Management
    • Info & Measurements
  • What Makes an Information System Useful?

Our Blog

  • Companies that Challenge their Limiting Beliefs Can Thrive
  • A Method for Breakthroughs: The Theory of Constraints
  • The Biggest Bottleneck that Blindsides Business: Management
  • Revealing the inner nature of any organization to create a leap in performance
  • Dealing with Uncertainty in 2025

Recent Posts

  • Companies that Challenge their Limiting Beliefs Can Thrive April 23, 2025
  • A Method for Breakthroughs: The Theory of Constraints March 31, 2025
  • The Biggest Bottleneck that Blindsides Business: Management March 14, 2025
  • Revealing the inner nature of any organization to create a leap in performance February 14, 2025
  • Dealing with Uncertainty in 2025 January 13, 2025

Connect with us on LinkedIn and Twitter

  • LinkedIn
  • Twitter

Sign Up For Our Systems View Blog!

Search Form

  • Home
  • Blog Theory of Constraints and Deming
  • Library
  • How to adopt systemic organization management
  • Knowledge Base for ‘The Human Constraint’
  • Contact Us

© 2025 Intelligent Management Inc. Canada

Privacy Policy