Emotion of the Inventor

5 minute read...

When most people think about Theory of Constraints (TOC), they picture bottlenecks, throughput equations, operational metrics, process flow and logic diagrams. It’s easy to assume the key to unlocking organizational growth lies purely in the mechanics and the numbers. Yet, one of the most overlooked truths of TOC is that people—their emotions, motivations, and capacity for change—are at the heart of every sustainable improvement.

From the mid-1980s onward, Eli Goldratt emphasized the “emotion of the inventor.” He believed that anyone armed with knowledge and passion could figure out for themselves how to smash through the barriers they might face. Therefore, education was considered the key.

Many people reported achieving breakthrough results simply from reading The Goal (see short video below). When The Goal wasn’t enough, managers around the world participated in Goldratt-developed educational workshops, which were designed to deliver knowledge in a Socratic way. For many, these workshops were cited as the key enabler to achieve their breakthroughs.

The Expert-Led Implementation

Yet there were even more who appreciated what they learned but were still stuck from an implementation perspective. So over time, many TOC practitioners shifted toward “expert-led” implementations, where hired professionals guide or even take over entire projects on behalf of the client. This approach historically delivers significant results very rapidly.

TOC implementers generally assume that their guided implementation of new processes and metrics, combined with the initial breakthrough results, will generate the level of passion and understanding needed in the client. They believe this momentum will propel the client into ongoing improvement (as illustrated in the graph below on the left). 

But in too many cases, after the formal engagement concludes, new processes degrade over time, and results slow down or even go in reverse (as illustrated in the graph below on the right).

A Sense of Ownership

This highlights a crucial human factor: ownership. An engaged organization—where individuals feel a sense of pride and a passion for what they can and do achieve through their TOC thinking—is needed to sustain the momentum of meaningful ongoing improvement in the long term.

When outside experts shoulder all the technical details and decision-making, the client team often misses the why behind each shift and feels more directed than engaged. Absent for them is the “aha” that brings on the creative, emotional spark that would otherwise drive them to make the new processes stick. In these scenarios, the sense of ownership is much more within the consulting team than within the hearts and minds of the client team.

A more effective approach is needed. One that respects both the technical rigor of TOC and the human capacity for change. One that gets great results fast and equips the organization to continue to improve. With each phase, everyone’s understanding and commitment should deepen, ensuring they feel that passion and continue to deepen their ownership over the new processes.

This means reinforcing each win so both managers and the workforce understand and see tangible proof of success, creating clear communication loops, and pacing the changes so teams aren’t overwhelmed with too many parallel initiatives.

The People Behind the System

Ultimately, if a TOC project is to flourish long after the external support has ended, people need to feel that the new processes are theirs. A sense of commitment thrives on consistent involvement, open dialogue, and meaningful results they can see – and understand - firsthand. When done right, how you shape the humans behind the system is just as decisive as the operational changes you install.

Key Takeaway: For TOC to deliver long-lasting impact, focus on building organizational ownership as much as on the numbers and the mechanics of the solution. By integrating empathy, clear communication, and thoughtful pacing into each step, you ensure that the improvements made today remain firmly in place tomorrow—and that everyone involved feels motivated to keep on improving.

- Lisa

Whenever you're ready, here are a couple more ways I can help you:

• Assumption Hacking Essentials. If you’d like to strengthen the human side of your TOC practice, sign your team up for Jenrada’s course Assumption Hacking Essentials. It’s specifically designed to highlight how individual and group assumptions drive (or block) sustainable results, offering tools and strategies to ensure your improvements truly stick. You can learn more about the course here. →
• Jenrada Programs. Customized workshops and longer engagements to help you create an organization of aligned problem solvers delivering extraordinary results. Complete this form,  send me an email, or schedule a discovery call.