In return for a small favor I did for him, Eli Goldratt sent me a
prepublication copy of his latest book- "Critical Chain." (It is now
due to be published on March 31.) Since its existence has been
mentioned several times on this site, I thought there may be some out
there who would be interested in getting my impressions.
First of all, it, too, is written in the form of a novel. Imbedded in
the story are references to Goldratt's actual experiences just as in
his previous books. This time we are not in the presence of Alex Rogo
although there is a connection to UniCo woven into the story line.
The "hero" of the book is a young assistant professor of business who
is long on teaching ability but a bit short on approved publications.
However, he has reached the stage where only the last formal academic
blessing has to be bestowed on him to reach the nirvana of tenure.
Alas, the president of the university pulls the plug on all
promotions and tenure grants in the school of business. How he deals
with the resulting crushing blow to his life constitutes the bulk of
the story. I'll give you a hint: TOC figures prominantly in the
resolution.
In choosing this setting, Goldratt involves himself in the growing
phenomenon of companies in this country foregoing the hiring of MBAs
and creating mini-graduate programs in house. He is well aware of the
dangers to academic institutions who are finding (or may find)
difficulty in filling spaces in their graduate business programs-
programs that have been sigificant cash cows other less popular but
essential disciplines on campus. He compares this trend in MBA
programs to what happened to what happened in the not too distant
past to programs in agriculture. Regardless of whether one buys into
that comparison completely, it should give any business school
administrator cause to contemplate what would be the
case if it were true. Naturally, Eli has identified the core problem
here: the products of MBA programs are not what the businesses need.
Never one to find a problem without offering a solution, Goldratt
makes a a very good case for anchoring the MBA curriculum in TOC and its
thinking processes. (Obviously, my judgment here is colored by my
heavy attachment to TOC.)
Lest you think that the book is only about academics, let me hasten
to add that there is some very good stuff about project management
and the concept that gives rise to the title of the book. Goldratt
uses the various meetings of the hero's class on project management
to get across the strengths and weaknesses of the traditional
approach to this subject and then to build the case for a TOC-based
approach. Again my judgment my be clouded because I am an academic,
but I found this technique quite effective in providing a feeling of
"naturalness" to a subject that is likely to make quite dull reading if
presented in the traditional text book manner. I truly believe that
non-academics will appreciate this literary device every bit as much
as I.
For those on the web who complain that those of us deeply involved in
TOC methodology use too many acronyms and mystical references in our
contributions, take heart. Surprisingly, Goldratt only offers 4 ECs
(evaporating clouds) and a single CCRT (communication current reality
tree). There are some other diagrams but they are not rooted in TOC.
For theose who have not progressed much further into TOC than a
careful reading of "The Goal," this book is definitely up your alley.
As you attend the hero's class, you are provided a review of
important concepts from both "the Goal" and "The Race" as well being
led into the many dimensions of project management. All throughout
the book, the language Goldratt employs is that commonly employed in
business and there is definitely no need for a glossary of terms and
TLAs.
One nice touch in the book is that Goldratt honors two academics from
the University of Georgia, Jim Cox and Johnny Blackstone, by giving
their names to the senior professors in the business school who,
along with the hero, lead the charge to anchor the curriculum in TOC.
(He does switch their first names.)
I don't have any hesitation in recommending the book to all in the
business and academic communities regardles of how much or how little
they know about TOC. Like Goldratt's other books, there is enough
realism in the story line to safely carry its more technical message
along and the content is well worth the reader's investment of time.
I look forward to using "Critical Chain" in conjunction with "The
Goal" in my production management class and expect that the students
will leave even better prepared for life than is now the case.
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Dr. John F. DeVogt
Professor of Management
Washington and Lee University
Lexington, VA 24450
(540) 463-8609 Fax (540) 463-8639
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Since 09/11/95