True Causes
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Why are deliveries late?
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walkthrough · not counted
anyone with the link · listed publicly · federation on
30 people · 42 ideas · 2 groups · 2 rooms federated
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THE QUESTION

Why are deliveries late?

The causes, deepest first. Disagreements stay on the map.

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This room’s map
What this room certified, on its own — the numbers below count these. Left to right: deepest causes first; outlined green boxes are the roots. Only direct links are drawn — a link implied by a path is on the record, not in the picture. Dashed red is contested. Hover for full text.
We measure errors per order, so a bigger order hides more mistakes → Two products with almost the same code sit on the same rackA short pick is recorded as complete so the line keeps moving → Small errors are hidden to avoid blameA short pick is recorded as complete so the line keeps moving → Picks are wrong often enough that customers now check every palletNew staff copy bad habits from old hands → Picks are wrong often enough that customers now check every palletSmall errors are hidden to avoid blame → A short pick is recorded as complete so the line keeps movingSmall errors are hidden to avoid blame → Two products with almost the same code sit on the same rackFixes are patched locally and never shared → We spend more time fixing errors than we would preventing themFixes are patched locally and never shared → Targets reward speed over accuracyPeak-hour load exceeds planned capacity → Picks are wrong often enough that customers now check every palletPeak-hour load exceeds planned capacity → Overtime is the normal way we finish a week, not the exceptionThe best pickers are moved to whatever is late, so nobody learns a zon → Fixes are patched locally and never sharedThe handheld takes four seconds to confirm, so people batch their scan → Targets reward speed over accuracyTwo products with almost the same code sit on the same rack → Picks are wrong often enough that customers now check every palletTargets reward speed over accuracy → Fixes are patched locally and never sharedTargets reward speed over accuracy → Nobody checks a pallet before it is wrappedSupervisors are measured on dispatch time and nothing else → A short pick is recorded as complete so the line keeps movingPicks are wrong often enough that customers now check every pallet → A short pick is recorded as complete so the line keeps movingPicks are wrong often enough that customers now check every pallet → Overtime is the normal way we finish a week, not the exceptionThe forecast is made by people who never see a peak → Targets reward speed over accuracyOvertime is the normal way we finish a week, not the exception → A short pick is recorded as complete so the line keeps movingWe measure errors per order, so a bigger order hides more mistakesWe measure errors perorder, so a bigger order…New staff copy bad habits from old handsNew staff copy bad habitsclusterCLUSTER 1Peak-hour load exceeds planned capacityPeak-hour load exceedsclusterCLUSTER 3The best pickers are moved to whatever is late, so nobody learns a zonThe best pickers are movedto whatever is late, so…The handheld takes four seconds to confirm, so people batch their scanThe handheld takes fourseconds to confirm, so…Supervisors are measured on dispatch time and nothing elseSupervisors are measured ondispatch time and nothing…The forecast is made by people who never see a peakThe forecast is made bypeople who never see a peakTargets reward speed over accuracyTargets reward speed overaccuracypart of a feedback loop⟳Fixes are patched locally and never sharedFixes are patched locallyand never sharedpart of a feedback loop⟳A short pick is recorded as complete so the line keeps movingA short pick is recorded ascomplete so the line keeps…part of a feedback loop⟳Small errors are hidden to avoid blameSmall errors are hidden topart of a feedback loop⟳clusterCLUSTER 4Two products with almost the same code sit on the same rackTwo products with almostthe same code sit on the…part of a feedback loop⟳Overtime is the normal way we finish a week, not the exceptionOvertime is the normal waywe finish a week, not the…part of a feedback loop⟳Picks are wrong often enough that customers now check every palletPicks are wrong oftenpart of a feedback loop⟳clusterCLUSTER 5Nobody checks a pallet before it is wrappedNobody checks a palletbefore it is wrappedWe spend more time fixing errors than we would preventing themWe spend more time fixingerrors than we would…
How this dialogue measures
why
The indicators the method's own practitioners use to judge a dialogue's quality (Laouris & Metcalf 2024, Table 7), computed from this record so it can be compared with the hundreds of face-to-face and virtual dialogues behind their baselines. Spreadthink is the share of ideas that got at least one vote: 100% means everyone voted only for their own, and it usually settles to 25–45% once meaning has been shared. Situational complexity falls as more ideas are structured.
ideas (N)
42 usual: 50–100
with 1+ vote / 2+ votes
23 / 18
spreadthink
48.6% within the usual range
demosensus
51.4%
clusters (dimensions)
5
cards in a cluster
23.8%
structured / levels / links
19 / 3 / 20
situational complexity
1.0
minds moved
—
cards hidden by the steward
0
pairs contested
0
The merged map
Every room on this question is a walkthrough: this is a demonstration of the merge, not a finding.
Folded from 2 rooms on this question — 2 are walkthroughs, with stand-ins rather than people.
why
Every group built its own map from its own wall; these are folded into one. The same claim raised in two groups is one item, and each connection shows how many groups found it. Where groups found opposite things, that is published as a conflict.
The rooms certified 35 links between them, but no link was found by more than one room, so there is no shared map yet — each room’s own map stands alone: Why do our lorries never lea (15), Why are deliveries late? (20). A shared map appears when two rooms certify the same link; a card that travels between rooms during Generate is what makes that possible.
counted Why do our lorries never lea
counted Why are deliveries late?
As a list — 35 links, graded by how many rooms found each; and 7 claims raised in more than one room
RAISED IN MORE THAN ONE ROOM
◆ Supervisors are measured on dispatch time and nothing else 2 rooms
◆ The site was designed for half the volume it now handles 2 rooms
◆ Targets reward speed over accuracy 2 rooms
◆ Handovers between shifts lose key details 2 rooms
◆ Small errors are hidden to avoid blame 2 rooms
◆ Agency staff are on site for three days and never see the layout twice 2 rooms
◆ Data lives in three systems that disagree 2 rooms
EVERY LINK · solid and thicker: found by more rooms · dashed grey: one room
A picker who slows down to check is beaten by one who does not → Small errors are hidden to avoid blame 1 room
A short pick is recorded as complete so the line keeps moving → Picks are wrong often enough that customers now check every pallet 1 room
A short pick is recorded as complete so the line keeps moving → Small errors are hidden to avoid blame 1 room
Fixes are patched locally and never shared → We spend more time fixing errors than we would preventing them 1 room
Fixes are patched locally and never shared → Targets reward speed over accuracy 1 room
Handovers between shifts lose key details → The scanner and the label printer disagree about leading zeros 1 room
Handovers between shifts lose key details → Nobody reconciles what left the building with what was ordered 1 room
New staff copy bad habits from old hands → Picks are wrong often enough that customers now check every pallet 1 room
Nobody has costed what an error actually costs us → Targets reward speed over accuracy 1 room
Nobody has costed what an error actually costs us → Pickers are ranked against each other on a screen by the door 1 room
Nobody has costed what an error actually costs us → An error is only an error if the customer notices 1 room
Nobody has ever been thanked for catching an error → Small errors are hidden to avoid blame 1 room
Nobody has ever been thanked for catching an error → Returns are put back on the shelf without being checked 1 room
Nobody is paid for the ten minutes it takes to do a handover properly → New product codes arrive without anyone being told what changed 1 room
Overtime is the normal way we finish a week, not the exception → A short pick is recorded as complete so the line keeps moving 1 room
Peak-hour load exceeds planned capacity → Picks are wrong often enough that customers now check every pallet 1 room
Peak-hour load exceeds planned capacity → Overtime is the normal way we finish a week, not the exception 1 room
Picks are wrong often enough that customers now check every pallet → Overtime is the normal way we finish a week, not the exception 1 room
Picks are wrong often enough that customers now check every pallet → A short pick is recorded as complete so the line keeps moving 1 room
Small errors are hidden to avoid blame → A short pick is recorded as complete so the line keeps moving 1 room
Small errors are hidden to avoid blame → Two products with almost the same code sit on the same rack 1 room
Supervisors are measured on dispatch time and nothing else → A short pick is recorded as complete so the line keeps moving 1 room
Targets reward speed over accuracy → Fixes are patched locally and never shared 1 room
Targets reward speed over accuracy → Pickers are ranked against each other on a screen by the door 1 room
Targets reward speed over accuracy → Nobody checks a pallet before it is wrapped 1 room
The best pickers are moved to whatever is late, so nobody learns a zon → Fixes are patched locally and never shared 1 room
The forecast is made by people who never see a peak → Targets reward speed over accuracy 1 room
The handheld takes four seconds to confirm, so people batch their scan → Targets reward speed over accuracy 1 room
The induction is a video nobody watches to the end → Handovers between shifts lose key details 1 room
The induction is a video nobody watches to the end → The scanner and the label printer disagree about leading zeros 1 room
The system says a location is empty when a pallet is sitting in it → Data lives in three systems that disagree 1 room
The trolleys are too small for the orders we now get → Targets reward speed over accuracy 1 room
The trolleys are too small for the orders we now get → New product codes arrive without anyone being told what changed 1 room
Two products with almost the same code sit on the same rack → Picks are wrong often enough that customers now check every pallet 1 room
We measure errors per order, so a bigger order hides more mistakes → Two products with almost the same code sit on the same rack 1 room
Connections, with how many groups found each (35)
Small errors are hidden to avoid blame→A short pick is recorded as complete so the line keeps moving1 group
Handovers between shifts lose key details→The scanner and the label printer disagree about leading zeros1 group
New staff copy bad habits from old hands→Picks are wrong often enough that customers now check every pallet1 group
Nobody is paid for the ten minutes it takes to do a handover properly→New product codes arrive without anyone being told what changed1 group
Fixes are patched locally and never shared→We spend more time fixing errors than we would preventing them1 group
The handheld takes four seconds to confirm, so people batch their scan→Targets reward speed over accuracy1 group
Picks are wrong often enough that customers now check every pallet→Overtime is the normal way we finish a week, not the exception1 group
Supervisors are measured on dispatch time and nothing else→A short pick is recorded as complete so the line keeps moving1 group
Two products with almost the same code sit on the same rack→Picks are wrong often enough that customers now check every pallet1 group
Targets reward speed over accuracy→Fixes are patched locally and never shared1 group
The trolleys are too small for the orders we now get→Targets reward speed over accuracy1 group
Nobody has costed what an error actually costs us→Targets reward speed over accuracy1 group
The forecast is made by people who never see a peak→Targets reward speed over accuracy1 group
Nobody has costed what an error actually costs us→Pickers are ranked against each other on a screen by the door1 group
Nobody has costed what an error actually costs us→An error is only an error if the customer notices1 group
A picker who slows down to check is beaten by one who does not→Small errors are hidden to avoid blame1 group
Fixes are patched locally and never shared→Targets reward speed over accuracy1 group
Small errors are hidden to avoid blame→Two products with almost the same code sit on the same rack1 group
Targets reward speed over accuracy→Pickers are ranked against each other on a screen by the door1 group
Peak-hour load exceeds planned capacity→Picks are wrong often enough that customers now check every pallet1 group
The induction is a video nobody watches to the end→Handovers between shifts lose key details1 group
The system says a location is empty when a pallet is sitting in it→Data lives in three systems that disagree1 group
The trolleys are too small for the orders we now get→New product codes arrive without anyone being told what changed1 group
Nobody has ever been thanked for catching an error→Small errors are hidden to avoid blame1 group
Nobody has ever been thanked for catching an error→Returns are put back on the shelf without being checked1 group
We measure errors per order, so a bigger order hides more mistakes→Two products with almost the same code sit on the same rack1 group
A short pick is recorded as complete so the line keeps moving→Picks are wrong often enough that customers now check every pallet1 group
A short pick is recorded as complete so the line keeps moving→Small errors are hidden to avoid blame1 group
Overtime is the normal way we finish a week, not the exception→A short pick is recorded as complete so the line keeps moving1 group
The induction is a video nobody watches to the end→The scanner and the label printer disagree about leading zeros1 group
The best pickers are moved to whatever is late, so nobody learns a zon→Fixes are patched locally and never shared1 group
Peak-hour load exceeds planned capacity→Overtime is the normal way we finish a week, not the exception1 group
Picks are wrong often enough that customers now check every pallet→A short pick is recorded as complete so the line keeps moving1 group
Handovers between shifts lose key details→Nobody reconciles what left the building with what was ordered1 group
Targets reward speed over accuracy→Nobody checks a pallet before it is wrapped1 group
what to do about these →