Interrelationship Diagram

 

What is it?

 

It’s a tool that allows a team to systematically identify, analyze, and classify the cause and effect relationships that exist among all issues so that key drivers and outcomes can become the focal point of an effective issue.

 

Why use it?

 

*   Encourages team members to think in multiple directions rather than linearly.

*   Explores the cause and effect relationships between the issues.

*   Allows the key issues to emerge through the process rather than allowing the issues to be forced by a dominant or powerful team member.

*   Allows a team to identify potential cause(s) even when data doesn’t exist.

 

How does it work?

 

Agree on the issue/problem statement

 

*   If using an original statement, create a complete sentence that is clearly stated and understood, and that consensus is among all the team members to use this statement.

*   If using input from other tools that you may have used, such as the Affinity Diagram, make sure that the goal under discussion is the same as your statement agreed upon.

 

Assemble the team

 

*   The ID (Interrelationship Diagram) requires more knowledge of the subject under discussion than is needed for the Affinity Diagram.  This is important if the final cause and effect patterns are to be valid.

*   The ideal team size is generally 4-6 people.  However, this number can be increased as long as the issues are still visible and the meeting is well facilitated to stay on task.

 

After brainstorming and clarifying all ideas or issues about the problem statement, arrange the 5-15 ideas from your flipchart or notes into a circular pattern leaving space for drawing arrows.  Use large, bold print and include a number or letter on each idea for quick reference later in the process.

 

Looking for cause/influence relationships between all of the ideas and draw relationship arrows.

*   Choose any of the ideas as a starting point.  If all of the ideas are numbered or lettered, work through them in order.

*   An outgoing arrow from an idea indicates that it is the stronger influence/cause.

 

Ask of each combination:

  1. Is there a cause/influence relationship?
  2. If yes, which direction of cause/influence is stronger?
  3. Ask the same question for each box starting from A-F or have ever many items you have.
  4. Then start from B and ask the same questions, then C until you have gone around all your numbers or letters.
  5. TIP~ only draw one-way arrows in the direction of the stronger cause or influence.  Make a decision on the stronger direction…do not draw 2-headed arrows!!!
  6. This process must go around the team to get consensus on the stronger influence for each letter or numbered idea.  After consensus is made the arrow can be drawn.

 

Tally the number of outgoing and incoming arrows and select key item for further planning.

 

*   Record and clearly mark next to each issue the number of arrows going in and out of it.

*   Find the item(s) with the highest number of outgoing arrows and the item(s) with the highest incoming arrows.

*   Outgoing arrows.  A high number of outgoing arrows indicate an item that is a potential cause or a driver.  This is generally the issue that teams tackle first.

*   Incoming arrows.  A high number of incoming arrows indicate an item that is a key outcome.  This can become a focus for planning either as a meaningful measure of overall success or as a redefinition of the original issue under discussion.

 

Draw the final ID identifying the key drivers (greatest number of outgoing arrows) and key outcomes (greatest number of incoming arrows).  Then highlight those boxes.

See EXAMPLE Below- WITH ISSUES RELATED TO SCHOOL IMPROVEMENT PLANNING