Force Field: Other Uses

You can also use a force field diagram to:

1. List pro's and con's.

2. List actions and reactions.

3. List strengths and weaknesses.

4. Compare ideal situations and reality.

5. In negotiation, compare the perceptions of opposing parties.

6. List "what we know" in the left column, and "what we don't know" in the right.

Tree Diagram

The tree diagram is one of the “7 Management and Planning Tools” described by Shigeru Mizuno. It is used to figure out all the various tasks that must be undertaken to achieve a given objective. If you use it carefully and thoroughly, it will give you a better understanding of the true scope of a project, and will help your team focus on specific tasks that are needed to get something done.

To successfully build a tree diagram:

1. Be sure everyone agrees on main goal before beginning.

2. Be succinct.

3. Think of the main tasks involved in accomplishing the goal. Add them to the tree.

4. For each task node, think of the sub-tasks that will be required, and add them to the tree.

5. Ask yourselves if there is anything that has been forgotten.

6. As you work through the project, towards the goal, change the colors of nodes that are finished, so that you can see an indication of progress.

The author makes no warranty, expressed or implied, including the warranties of merchantability and fitness for a particular purpose, or assumes any legal liability or responsibility for the accuracy, completeness, currency or usefulness of any material displayed or distributed through this guide for students, or represents that its use would not infringe privately owned rights, and disclaims all warranties with regard to the information provided. Any reliance upon such information is at your own risk. In no event will the author be liable to you for any damages or losses whatsoever resulting from or caused by this document or its contents. DISCLAIMER OF ENDORSEMENT: Reference herein to any specific commercial product, process, or service by trade name, trademark, manufacturer, or otherwise, does not necessarily constitute or imply its endorsement or recommendation by the author. The views and opinions of authors expressed herein do not necessarily state or reflect those of the author or his employer(s) and shall not be used for advertising or product endorsement purposes. Cornell University has granted permission to reproduce or adapt the content of the Web page links used, http://www.library.cornell.edu/olinuris/ref/research/permission.html