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One of the [[Thinking Processes (Theory of Constraints)|thinking processes]] in the [[theory of constraints]], a '''current reality tree''' (CRT)''' is a waytool ofto analyzinganalyze many systems or organizational problems at once. By identifying root causes common to most or all of the problems, a CRT can greatly aid focused improvement of the system. A current reality tree is a [[directed graph]].
==Simplified explanation==
A CRT is a focusing procedure formulated by the late [[Eliyahu Goldratt]], inventordeveloper of the theory of constraints. This process is intended to help leaders gain understanding of cause and effect in a situation they want to improve. It treats multiple problems in a system as symptoms arising from one or a few ultimate root causes or systemic core problems. It describes, in a visual (cause-and-effect network) diagram, the main perceived symptoms (along with secondary or hidden ones that lead up to the perceived symptoms) of a problem scenario and ultimately the apparent root causes or core conflict. The benefit of building a CRT is that it identifies the connections or dependencies between perceived symptoms (effects) and root causes (core problems or conflicts) explicitly. If core problems are identified, prioritized, and tackled well, multiple undesirable effects in the system will disappear. Leaders may then focus on solving the few core problems which would cause the biggest positive systemic changes.
==Contextual explanation==
A CRT is a statement of an underlying core problem and the symptoms that arise from it. It maps out a sequence of cause and effect from the core problem to the symptoms. Most of the symptoms will arise from the one core problem or a core conflict. Removing the core problem may well lead to removing each of the symptoms as well. Operationally working backwards from the apparent undesirable effects or symptoms to uncover or discover the underlying core cause.<ref name="Dettmer1">Dettmer, H. W., (1997) Goldratt’s''Goldratt's Theory of Constraints: a systems approach to continuous improvement''. ASQC Quality Press, pp. 62-11962–119.
</ref><ref name="Dettmer2">
Dettmer, H. W., (1998) ''Breaking the constraints to world class performance ''. ASQ Quality Press, pp . 69-10269–102. ▼<ref name="Dettmer2">
</ref><ref name="Scheinkopf">Scheinkopf, L., (1999) ''Thinking for a change: putting the TOC thinking processes to use ''. St Lucie Press/APICS series on constraint management, pp . 143-169143–169.</ref> ▼
▲Dettmer, H. W., (1998) Breaking the constraints to world class performance. ASQ Quality Press, pp 69-102.
</ref>
▲<ref name="Scheinkopf">Scheinkopf, L., (1999) Thinking for a change: putting the TOC thinking processes to use. St Lucie Press/APICS series on constraint management, pp 143-169.</ref>
==Example==
* linking each of the remaining UDEs to the existing tree by repeating the previous steps.
This approach tends to converge on a single root cause. In the illustrated case, the root cause of the above UDEs is seen as being a faulty handbrake.
==Software==
* [http://code.google.com/p/jthinker jThinker] is a free tool for building TOC thinking processes diagrams including the current reality tree.
* [http://flyinglogic.com/ Flying Logic] is a commercial tool for building TOC thinking processes diagrams including the current reality tree.
* [http://www.southbeachinc.com/ Southbeach] is a notation and commercial tool for building many different kinds of thinking processes, including TOC and the current reality tree.
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==See also==
*[[Thinking processes (theory of constraints)]]
*[[Why-because analysis]]
*[[Influence diagrams approach]]
==References==
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