<<>> How wonderful that we have met with a paradox. Now we have some hope of making progress.
Niels Bohr


One of the major challenges that organizations face is defining and communicating the necessary and sufficient changes that should be made in the organization, and the required sequences of these changes and related contributions to all functions within the organization and to all levels within these functions.

Any Manager or employee, who does not know or understand his or her contribution to the goal of the organization, may question the contribution of others in the organization, and tend to feel disempowered due to gaps between authority and responsibility. They face conflicts between local vs. global or short vs. long-term optima, and become frustrated with inertia, which can and frequently do result in disharmony within an organization. Any disharmony jeopardizes the achievement and sustainability of organizational goals. Dr. Goldratt called these five conflicts the "Engines of disharmony" within organizations, which we need to find practical solutions for in order to reduce and, where possible, prevent them from occurring.

To remove these engines of disharmony and help managers better define and communicate the necessary and sufficient changes and the sequence in which the changes should take place, Dr. Eli Goldratt developed a new TOC Thinking Process called “Strategy and Tactic Trees”. This thinking process is used not only to capture the titles of planned changes, but also the specific objective of each change (the strategy or “what for” of the change) and required actions (the tactic or “how to” of the change). Also, because any change is only as valid as the assumptions on which it is based, the S&T structure allows you to define and communicate all the assumptions related to the planned change(s).

Each S&T node therefore in the S&T is simply a proposed change that should answer:

  1. Why is the Change needed? (Necessary Assumption)
  2. What is the specific measurable objective of the change (Strategy)?
  3. Why do you claim the Strategy is possible and what must be considered when selecting from the alternative ways of achieving the Strategy (Parallel Assumptions linking Strategy with Tactic)?
  4. What is the specific Change(s) being proposed to the process, policy or measurement (Tactic)?
  5. What advice/warning should be given to subordinates, which, if ignored, will likely jeopardize the sufficiency of the steps they would take to implement this tactic (Sufficiency Assumption)?

How much of the above knowledge is really properly defined, documented, communicated and systematically validated/invalidated within a typical organization? We believe that the Harmony S&T Expert System now provides managers with a practical tool and structure to capitalize on the S&T breakthrough by Dr. Eli Goldratt to facilitate the design, communication, validation, planning and implementation of “a Harmonious Business Strategy” to achieve & sustain the desired growth and stability within organizations.

Download the "Harmony Desktop Information Brochure" PDF here.


This application is available in three versions:

  • Harmony S&T Viewer: This version can be used to view generic S&Ts from the included S&T library or any S&Ts developed by Harmony.
  • Harmony S&T Developer: This version can be used to develop, validate and communicate S&Ts either from scratch, or from copying and modifying generic S&Ts available from the S&Ts developed and approved for release by Dr. Eli Goldratt.
  • Harmony S&T Implementer: This version can be used to plan the implementation of an S&T as well as to update implementation status and to monitor the execution status of an S&T.

These three existing versions of this application (the free Harmony S&T viewer, Harmony S&T Developer and Harmony S&T Implementer Version) are all available at www.harmonytoc.com.


There are still two versions available for use on your iPad/iPhone: The free Harmony Viewer (that you can use to view generic S&Ts) and a paid version of Harmony Viewer (to view any S&T created on Harmony Desktop). These are available to download from the App Store.


This version is available as both a free Harmony S&T viewer and a subscription-based Harmony S&T Developer and Harmony S&T Implementer.

Subscribe to Harmony       FAQ

  • Continuous Improvement and Auditing (Chapter 15 of Theory of Constraints Handbook) [Kindle Edition] By Dr. Alan Barnard
  • Isn't it Obvious [Paperback] By Eliyahu M. Goldratt
  • Viable Vision: Transforming Total Sales into Net Profits [Paperback] By Gerald I. Kendall
  • Holistic Theory of Constraints Implementations with Case Studies from Public and Private Sector (Chapter 16 of Theory of Constraints Handbook) [Kindle Edition] By Dr. Alan Barnard And Raimond E. Immelman
  • The Goal: A Process of Ongoing Improvement [Paperback] By Eliyahu M. Goldratt.
  • Critical Chain [Paperback] By Eliyahu M. Goldratt
  • Theory of Constraints Handbook [Hardcover] By James Cox III And John Schleier
  • Necessary but not Sufficient [Paperback] By Eliyahu M. Goldratt
  • Reaching The Goal: How Managers Improve a Services Business Using Goldratt's Theory of Constraints [Hardcover] By John Arthur Ricketts