Kepner-Tregoe® - Glossary (EN)

Clarify :  Restating a concern to better understand the action needed for resolution.
Concern :  Feeling a need to do something. A concern is typically a problem to be resolved, a decision to be made, an action or plan to be protected, or an action or plan to be leveraged.
Confirm and Record Data :  A Set Priority procedure in which facts to support the prioritization of concerns are collected.
Create Action Statements :  The Identify Concerns action step that lists statements indicating the type of action to be taken.
Current Impact :  One of the three factors that can be used to set priority, the other two being future impact and time frame. Actual impact up until this moment on people, safety, cost, customers, productivity, reputation, or any other related criteria.
Decision Statement :  A short statement that describes what is to be decided or recommended. It consists of a "choice" word; a result; and one or two modifiers. For example, Select a new printer to buy.
Determine Help Needed :  The Plan Involvement action step that assigns responsibility and schedules next steps for completing the resolution of a concern.
Determine Resolution Approach :  The Plan Next Steps action step that identifies the steps needed to complete the resolution of a concern.
Deviation :  A performance gap between the Should and the Actual. Deviations may be positive or negative, desirable or undesirable (defect).
Future Impact :  One of the three factors that can be used to set priority, the other two being current impact and time frame. Anticipated impact from this moment forward, if left unresolved.
Identify Concerns :  The first process step in Situation Appraisal. It consists of four action steps: Identify the theme; List concerns; Separate and clarify concerns; and Create action statements.
Identify the Theme :  The Identify Concerns action step that defines the scope of the concerns to be addressed.
KT Clear Thinking Process :  A necessary sequence of steps by which information and judgments are organized so that a conclusion can be reached and appropriate action taken.
List Concerns :  The Identify Concerns action step in which concerns that exist within the situation's theme are listed.
Mechanics of Priority Setting :  A Set Priority procedure in which rigor is added to the priority setting process.
Object :  The thing (or group of things) that has (or may have) a problem.
Plan Involvement :  The fourth process step that creates an action plan for resolving the concern. It consists of one action step: Determine help needed.
Plan Next Steps :  The third process step that determines which Kepner-Tregoe analytic process or action and how much of it to apply to resolve a concern. It consists of one action step: Determine resolution approach.
Problem Statement :  A short statement that describes what has the problem and what is wrong with it. Problem statements are written in an object and deviation format. For example, The printer is not working.
Process :  A systematic set of steps to meet a goal.
Potential Opportunity Statement :  A short statement that describes the action or plan to be leveraged. It consists of the action and end result and could include time and cost. For example, Continue operations during the systems upgrade next week.
Potential Problem Statement :  A short statement that describes the action or plan to be protected. It consists of the action and end result and could include time and cost. For example, Complete the information technology-related hardware refresh project by next month.
Separate :  Dividing a complex concern into one or more single concerns to work on one at a time.
Separate and Clarify Concerns :  The Identify Concerns action step that examines concerns and restates any that are unclear.
Set Priority :  The second process step in Situation Appraisal. Establishing the order in which to address the concerns. It consists of one action step: Use knowledge and experience (if priority is clear) OR consider current impact, future impact, and time frame (if priority is unclear).
Situation :  In Rational Process, the factors that create a concern (i.e., that create the felt need to act).
Situation Appraisal :  A rational process for systematically planning the resolution of concerns. It consists of four process steps: Identify Concerns, Set Priority, Plan Next Steps, and Plan Involvement.
Time Frame :  One of the three factors that can be used to set priority, the other two being current impact and future impact. The deadline (clock and calendar time) after which it will become difficult, expensive, impossible, or meaningless to resolve the concern.
Use Current Impact, Future Impact, and Time Frame :  The Set Priority action step in which the priority order for resolution of concerns is established based on evidence and logic.
Use Knowledge and Experience :  The Set Priority action step that identifies the order in which concerns will be resolved.
Actual :  How your equipment, system, product, or performer is really working.
Adaptive Action :  Action taken to make it easier to live with the effects of a problem for a long time.
Assumptions :  Things that have to be true for a possible cause to fit the facts in the problem specification.
Cause Statement :  A short statement speculating about cause. Cause statements should contain an object, a deviation, and a description of how the cause creates the problem.
Cause :  Whatever is producing the problem.
Change :  Something that is different from one time to another. Look for changes related to differences.
Closed Questions :  Questions that have their possible answers defined within the question.
Confirm True Cause :  The fourth and final process step in Problem Analysis. It has one action step: Verify assumptions, observe, experiment, or try a fix and monitor.
Consequences :  The events that follow the Response and increase or decrease the probability that the behavior will occur again, given the same Situation.
Corrective Action :  Any action that eliminates or reduces the cause of the deviation.
Day One Deviation :  See Start-up Problems.
Defect :  See Deviation.
Describe Problem :  The first process step in Problem Analysis. It has two action steps: State the problem and Specify the problem.
Destructive Testing :  Eliminating possible causes that cannot be explained by the IS and IS NOT facts.
Determine Most Probable Cause :  The second Evaluate Possible Causes action step, where you identify the cause that best explains the IS and IS NOT specification. The most probable cause has the most sensible, most reasonable, and the fewest and simplest assumptions.
Deviation :  A performance gap between Should and Actual. Deviations may be positive or negative, desirable or undesirable (defect).
Distinction :  Anything that is odd, special, unusual, or distinctive about an IS compared to its IS NOT. Distinctions are sometimes called differences.
Evaluate Possible Causes :  The third process step in Problem Analysis. It has two action steps: Test possible causes and Determine most probable cause.
Adverse Consequences :  The negative impact of a risk.
Alternatives :  The options or choices available when making a decision.
Assess Risks :  The third process step in Decision Analysis. It has two action steps: Identify adverse consequences and Assess the threat. Determining the risks inherent in a particular choice if that choice were selected and implemented.
Assess the Threat :  The second Assess Risks action step in which the degree of risk (probability and seriousness) is determined for each adverse consequence.
Audit Objectives :  A refinement in Decision Analysis in which the role of each objective is examined and confirmed.
Clarify Purpose :  The first process step in Decision Analysis. It has four action steps: State the decision, Develop objectives, Classify objectives into MUSTs and WANTs, and Weigh the WANTs. Identifying the needs to be fulfilled by a decision by determining the scope of the decision, the criteria that will influence the decision, the role the criteria will play and their relative importance.
Classify Objectives into MUSTs and WANTs :  The third Clarify Purpose action step in which objectives are sorted according to how they will be used to influence the decision. Those objectives that are mandatory, measurable, and realistic are called MUST objectives; those that are desirable are called WANT objectives.
Compare Alternatives Against the WANTs :  The third Evaluate Alternatives action step in which the relative performance of alternatives are evaluated against each WANT objective.
Decision :  A kind of concern where you feel the need to make a choice, but are not sure what to choose.
Decision Analysis :  A rational process for making a choice or recommendation. It consists of four process steps: Clarify Purpose, Evaluate Alternatives, Assess Risks, and Make Decision.
Decision Statement :  A short statement that describes what is to be decided or recommended. It consists of a "choice" word; a result; and one or two modifiers.
Develop Objectives :  The second Clarify Purpose action step that involves identifying the criteria that will influence the choice.
Evaluate Alternatives :  The second process step in Decision Analysis. It consists of three action steps: Generate alternatives, Screen alternatives through the MUSTs, and Compare alternatives against the WANTs. Identifying the alternatives that will be considered, screening their performance against required criteria, and determining which alternatives offer the best benefits against the desired criteria.
Generate Alternatives :  The first Evaluate Alternatives action step in which possible choices are identified or created.
Identify Adverse Consequences :  The first Assess Risks action step in which future threats to the best performing alternatives are identified.
KT Clear Thinking Process :  A necessary sequence of steps by which information and judgments are organized so that a conclusion can be reached and appropriate action taken.
Level of the Decision :  The point at which the Decision Statement broadens or limits the options to be considered. Using more general modifiers will increase the number of options; more specific modifiers will reduce the number of options.
Make Decision :  The fourth process step in Decision Analysis. It has a single action step: Make the choice. Selecting the best performing alternative with acceptable or manageable risk.
Make the Choice :  The Make Decision action step in which the alternative selected best satisfies the objectives, based on what is known, with acceptable risk (the benefits far outweigh the risks).
Mandatory :  An objective is mandatory if it is absolutely essential to the outcome of the decision.
Measurable :  An objective is measurable (has a set limit or threshold) if there is a clearly defined boundary that a choice must meet. Set limits can be measured with numeric values or with a "yes" or "no" answer.
Measures :  Specific indicators of the behaviors or results of performance in the areas of quality, quantity, timeliness, or cost. Measures can be quantitative or qualitative. If qualitative, include clear guidelines of how performance will be judged.
MUSTs :  One of two classifications of objectives in a Decision Analysis (the other is WANT). MUST objectives are mandatory, realistic, and measurable (contain a set limit or threshold that the decision absolutely must meet).
Objectives :  A short statement that describes the short- and long-term benefits or results wanted from the decision. Objectives can also include restrictions or constraints that the decision must meet.
Process :  A systematic set of steps to meet a goal.
Realistic :  An objective is realistic if it is capable of being met.
Recommendation :  Contributing to a decision for which you are not ultimately the decision maker.
Reflected WANT :  How well an alternative performs beyond the binary threshold or MUST limit.
Risks :  Things that might go wrong with the alternative chosen or the action taken.
Scoring :  Indicating how well each alternative satisfies a given WANT objective compared to the other alternatives. Numeric scores are usually used, with 10 indicating the best score.
Screen Alternatives Through the MUSTs :  The second Evaluate Alternatives action step in which each alternative is examined to see whether it meets the minimum requirements.
State the Decision :  The first Clarify Purpose action step that involves writing a short statement describing what is to be decided or recommended.
Test the Level of the Decision :  A technique in Decision Analysis in which the intent of the choice is examined and confirmed.
Using Scoring Benchmarks :  A refinement in Decision Analysis in which the performance of alternatives is evaluated against a pre-defined standard.
WANTs :  One of two classifications of objectives in a Decision Analysis (the other is MUST). WANTs are all the objectives that do not qualify as MUSTs.
Weighing :  Indicating the amount of influence each WANT objective has on a decision. High/Medium/Low or numeric weights can be used.
Weigh the WANTs :  The fourth Clarify Purpose action step in which relative values are assigned to WANT objectives using a 10-1 scale.
Weights :  The numeric value between 10 and 1 given to an objective that represents how important the objective is to the decision. The higher the weight, the more important the objective.
Capitalizing Action :  Action you plan to take in case a potential opportunity happens. Capitalizing action makes leveraging the effects of a potential opportunity easier.
Cause :  Whatever is promoting the opportunity.
Cause Statement :  A short statement speculating about cause. Cause statements should contain an object, a positive deviation, and a description of how the cause will create the potential opportunity.
Consider Causes for the Potential Opportunity :  The Identify Likely Causes action step in which factors that could create the potential opportunity are identified and explained.
Develop a Plan :  A Potential Opportunity Analysis refinement where actions or steps needed to resolve a concern are listed.
Deviation :  A performance gap between the Should and the Actual. Deviations may be positive or negative, desirable (benefit) or undesirable (defect).
Identify Areas of Opportunity in the Plan :  A Potential Opportunity Analysis refinement focused on detecting steps in a plan where significant benefit can be anticipated.
Identify Likely Causes :  The second process step in Potential Opportunity Analysis where factors that could create the potential opportunity are listed. It consists of one action step: Consider causes for the potential opportunity.
Identify Likely Impact :  A Potential Opportunity Analysis refinement step where the type and level of the benefit are identified should the opportunity occur.
Identify Potential Opportunities :  The first process step in Potential Opportunity Analysis, in which potential opportunities are identified and prioritized. It consists of three action steps: State the action, List potential opportunities, and Use knowledge and experience OR Assess the benefit to set priority.
Install and Test Promoting Actions :  A Potential Opportunity Analysis refinement that ensures promoting actions are tested and ready by assigning responsibility, resources, and time frame for completion and by including tasks that will make this happen in the plan.
KT Clear Thinking Process :  A necessary sequence of steps by which information and judgments are organized so that a conclusion can be reached and appropriate action taken.
Likely Causes :  Things that could cause a potential opportunity.
Likely Impact :  Things that could happen as a result of a potential opportunity.
List Potential Opportunities :  The second Identify Potential Opportunities action step where future desirable deviations are listed in an object and positive deviation format.
Object :  The thing (or group of things) that has or may have a positive deviation.
Potential Opportunity :  Something that could go better than expected, but has not yet. A possible future positive deviation.
Potential Opportunity Analysis :  A rational process for leveraging the success of actions or plans. It consists of four process steps: Identify Potential Opportunities, Identify Likely Causes, Take Promoting Actions, and Prepare Capitalizing Actions and Triggers.
Prepare Actions to Enhance Likely Impact :  The Prepare Capitalizing Actions and Triggers action step in which ways to maximize the impact of the potential opportunity are determined.
Prepare and Test Capitalizing Actions and Triggers :  A Potential Opportunity Analysis refinement where capitalizing actions and triggers are put in place by assigning responsibility, resources and time frame for completion; by considering who will disable them and when; and by revising the plan to include these new actions.
Prepare Capitalizing Actions and Triggers :  The final Potential Opportunity Analysis process step. Preparing actions that will increase the impact of the potential opportunity. It consists of two action steps: Prepare actions to enhance likely impact and Set triggers for capitalizing actions.
Process :  A systematic set of steps to meet a goal.
Promoting Action :  Action you take to increase the likelihood of a potential opportunity occurring.
Question to the Void :  A questioning technique where follow-up questions are asked until you get the most specific information.
Set Triggers for Capitalizing Actions :  The Prepare Capitalizing Actions and Triggers action step where a monitoring system is established to indicate that a potential opportunity has occurred and that it is time to start the capitalizing actions.
State the Action :  The Identify Potential Opportunities action step where the action and end result you wish to leverage are established.
Take Actions to Encourage Likely Causes :  The Take Promoting Actions action step where ways to encourage the likely causes to create the potential opportunity are identified.
Take Promoting Actions :  The third process step in Potential Opportunity Analysis. Taking actions to encourage a specific likely cause to promote the opportunity or increase the chances of the likely cause occurring. It consists of one action step: Take actions to encourage likely causes.
Trigger :  Informs you that a potential opportunity has occurred and initiates the capitalizing actions. Triggers should be planned and put in place for every capitalizing action. Triggers can be set up to be activated automatically or manually.
Use Assess the Benefit to Set Priority :  The Identify Potential Opportunities action step in which the degree of benefit associated with each potential opportunity is determined based on an assessment of probability and benefit.
Use Knowledge and Experience to Set Priority :  The Identify Potential Opportunities action step where the order in which potential opportunities will be analyzed is established.
Cause :  Whatever is producing the problem.
Cause Statement :  A short statement speculating about cause. Cause statements should contain an object, a deviation, and a description of how the cause will create the potential problem.
Consider Causes for the Potential Problem :  The Identify Likely Causes action step in which factors that could create the potential problem are identified and explained.
Contingent Action :  Action that will be taken in case a potential problem happens. Contingent action makes living with the effects of a potential problem easier.
Develop a Plan :  A Potential Problem Analysis refinement where actions or steps needed to resolve a concern are listed.
Deviation :  A performance gap between the Should and the Actual. Deviations may be positive or negative, desirable (benefit) or undesirable (defect).
Identify Areas of Vulnerability in the Plan :  A Potential Problem Analysis refinement focused on detecting steps in a plan where serious trouble can be anticipated.
Identify Likely Causes :  The second process step in Potential Problem Analysis where factors that could create the potential problems are listed. It consists of one action step: Consider causes for the potential problem.
Identify Likely Impact :  A Potential Problem Analysis refinement step where the type and level of the impact are identified should the problem occur.
Identify Potential Problems :  The first process step in Potential Problem Analysis in which listing the things that could cause a potential problem and the likely impact of the damage. It consists of three action steps: State the action, List potential problems, and Use knowledge and experience OR Assess the threat to set priority.
Install and Test Preventive Actions :  A Potential Problem Analysis refinement that ensures preventive actions are tested and ready by assigning responsibility, resources, and time frame for completion and by including tasks that will make this happen in the plan.
KT Clear Thinking Process :  A necessary sequence of steps by which information and judgments are organized so that a conclusion can be reached and appropriate action taken.
Likely Causes :  Things that could cause a potential problem.
Likely Impacts :  Things that could happen as a result of a potential problem.
List Potential Problems :  The second Identify Potential Problems action step where the future undesirable deviations are listed.
Object :  The thing (or group of things) that has or may have a problem.
Potential Problem :  Something that might go wrong, but has not yet. A possible future deviation.
Potential Problem Analysis :  A rational process for protecting the success of actions or plans. It consists of four process steps: Identify Potential Problems, Identify Likely Causes, Take Preventive Actions, Prepare Contingent Actions and Triggers.
Prepare Actions to Reduce Likely Impact :  The Prepare Contingent Actions and Triggers action step in which ways to minimize the impact of the potential problem are determined.
Prepare and Test Contingent Actions and Triggers :  A Potential Problem Analysis refinement where specific contingent actions and triggers are put in place by assigning responsibility, resources, and time frame for completion.
Prepare Contingent Actions and Triggers :  The final Potential Problem Analysis process step. Preparing actions that will reduce the effects of the potential problem. It consists of two action steps: Prepare actions to reduce likely impact and Set triggers for contingent actions.
Preventive Action :  Action you take to reduce the likelihood of a potential problem occurring.
Process :  A systematic set of steps to meet a goal.
Question to the Void :  A questioning technique where follow-up questions are asked until you get the most specific information.
Set Priority :  Choosing which potential problems to work on first based on their probability and seriousness profile. Priority can be set by using one of two action steps: Use knowledge and experience or Assess the threat.
Set Triggers for Contingent Actions :  The Prepare Contingent Actions and Triggers action step where a monitoring system is established to indicate that a potential problem has occurred.
State the Action :  The Identify Potential Problems action step where the action and end result you wish to protect are established.
Take Actions to Address Likely Causes :  The Take Preventive Action action step where ways to keep the likely causes from causing the potential problem are identified.
Take Preventive Actions :  The third process step in Potential Problem Analysis. Taking actions to prevent a specific likely cause from causing the problem or reducing the chances of the likely cause occurring. It consists of one action step: Take actions to address likely causes.
Trigger :  A specific way to start a contingent action. Triggers should be planned and put in place for every contingent action. Triggers can be set up to be activated automatically or manually.
Use Assess the Threat to Set Priority :  The Identify Potential Problems action step in which the degree of risk associated with each potential problem is determined based on an assessment of probability and seriousness.
Use Knowledge and Experience to Set Priority :  The Identify Potential Problems action step where the order in which potential problems will be analyzed is established.