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You can manage how you attempt to change performance, but you cannot manage many of the organizational variables that impact the performance. TIPS FOR ANALYSIS You must work within organizational constraints just as you must walk within the constraint of the oxygen content of the air. You can work with the client to change some of the constraints, but not all of them. The variables in the out-of-our-control set are related to the threats, constraints, and opportunities that make up the context for managing performance.

What should be improved? What is an example of that? • Why? (And why? And why? ) • What is going on in the family that you are proud of? • What is going on that you do not like to see? • How are Wilber and Wilma developing? Tammy and Tommy? • If the family is a success, what will success look like? • How will people inside and outside the family benefit? TIPS FOR ANALYSIS Please understand that these questions are opening questions and conversation starters. Notice that the fourth bullet is actually a “rolling why” question that applies at times to any and all of the other questions.

Fluency will come with much practice. ) Later chapters will show how to identify the critical out-ofmanagement-control variables and the necessary-but-not-sufficient variables. 11 The tools help the analyst discover ways to bring the out-of-management-control and the necessary-but-not-sufficient variables into alignment to improve 52 Performance Analysis system performance. Doing so will enable the analyst to fulfill the four fundamental ISPI standards of focusing on results, taking a system view, adding value, and working collaboratively.

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