The Systems Thinking Tool Box

Dr Stuart Burge

“.. bump, bump, bump, on the back of , his head. It is, as far as he knows the
only way of coming downstairs, but sometimes he feels that there really is
another way, if only he could stop bumping for a moment and think if it.”
Winnie the Poo - A. A. Miline

Matrix Diagram (MD)

What is it and what does it do?

A Matrix Diagram (MD) is a tool that allows a team to identify the
presence and strengths of relationships between two or more lists of items.
It provides a compact way of representing many-to-many relationships of
varying strengths. An example matrix diagram is shown in figure 1.

List 2
Item A

Item D
Item B

Item C

Item E

Item 1   
Item 2
Item 3  
List 1

Item 4  
Item 5   
Item 6  

Figure 1: An Example Matrix Diagram

Figure 1 shows, by the symbols, the presence of a relationship between the

items in list 1 and the items in list 2. The different symbols indicate the
strength of the relationship and an empty cell indicates no relationship.

The contents of the lists being related in a matrix diagram can be:

 Data

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  Information
 Functions
 Concepts
 Actions
 People
 Materials
 Equipment
 Etc

However, the contents of the lists should have something in common so

that they represent a set of “something”.

Why do it?
Relationships between things are often complex (many-to-many) and
require us to think in more than one-dimension. The Matrix Diagram is a
simple tool that allows relatively complex situations to be analysed in a
simple straightforward way. They help us to expose interactions and
dependencies between things that help us to understand complex causal
relationships.

Where and when to use it?

A Matrix Diagram can be used where we wish to identify and assess the
strength of relationships between to or more lists of items. It is particularly
useful for examining the relationships between:

 a set of vague and un-measurable items with a set of precise and

measurable items (such as relating customer requirements to
technical requirements).
 two sets of items that are physically different (such as design
solutions to a set of technical requirements)

There are five basic types of Matrix Diagrams that allow for different
numbers of lists to be to be explored. The Types are:

 L-type
 T-type
 Y-type
 X-type
 C-type
 QFD Type (Quality Function Deployment)

L-type Matrix Diagram

The L-type is the basic Matrix Diagram that allows the relationships
between two lists. It is shown schematically in Figure 2.

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 List 2

Item A

Item D
Item B

Item C

...

...

...
Item 1
Item 2
Item 3
List 1

Item 4
…
…
…

Figure 2: The L-type Matrix Diagram

T-type Matrix Diagram

The T-type is effectively two L-types joined by a single list. It allows

one list to be related to two others and is shown in Figure 3.

…
Item 
List 3

Item 
Item 
Item 
Item A

Item D
Item B

Item C

List 1
…

Item 1
Item 2
Item 3
List 2

Item 4
…
…
Figure 3: The T-type Matrix Diagram

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 Y-type Matrix Diagram
The Y-type Matrix is combination of three L-type matrices as shown
in figure 4

list 3





a 1
b 2
c 3
d 4

Figure 4: The Y-type Matrix Diagram

X-type Matrix Diagram

The X-type Matrix is combination of four L-type matrices as
shown in figure 5
List B

.
B3
B2
B1
List A … A3 A2 A1 C1 C2 C3 List C
D1
D2
D3
List D

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 Figure 5: The X-type Matrix Diagram

C-type Matrix Diagram

The C-type Matrix Diagram is a represented as a cube whose
sides are three lists as shown in Figure 6. This diagram allows for
three dimensional relationships. However, this can be difficult to
visualise even with the cubic arrangement and it is often easier to
interpret by using the “inside” of the cube as shown in figure 7.

b4

b3

b2

b1

a1 C
a2
a3 c4
a4 c3
c2
c1
A

Figure 6: External C-type Matrix Diagram

C

c4

c3

c2

c1
b1 a1
b2 a2
b3 a3
b4 a4

B A

Figure 7: Internal C-type Matrix Diagram

Quality Function Deployment (QFD) Type Matrix Diagram

One derivative of the Matrix Diagram that has become
widespread is the Quality Function Deployment Chart. This in its
simplest form is simply an L-type Matrix Diagram with an
ancillary list that has a many-to-one relationship with one of the
main lists. It is used to investigate the relationships between sets
of requirements that are developed during new system (product)
introduction. While several organizations use QFD as the
foundation for their New Product Introduction Process (NPIP),

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 many only use its first iteration to examine the relationships
between customer requirements and technical requirements. QFD
in all its varieties is describe as a separate tool, but as an example
Figure 8 shows a QFD phase 1 chart.
IWM Functions and Features

Was h Sens ing Load Machine Manage Water Clean Items Manage User I/O

Receive user input

Detect Load Make

Load Dirty Items

Intelligent Washing

Interface to Services
Unload Clean
Machine

Control Cycle
Dry Contents
Load Cleaning

Select Cycle
Measure H20

Drain Water

Heat Water
Fill Water

Display user
Hardness

Suuport
messages
Agents

Wash

Rinse
Items
Up
Ease of Use Good Wash

Good Dry
Performance F G H F H H G
Good Wash
Perf ormance F H G H G G F H F H G H
Intelligent Washing Machine

Automat ion &

F H H G F G
Customer Requirements

Intelligence
Easy to use
Controls G F F
Access
Ergonomics F F F G
Purchase F G G G G G G G H G H F F F G
Cost

Running G H G G F G F
H G G G F H G G G G
Long

Reliable

Easy to Maintain G G H G
Style

Attractive G G G H H

no damage to
1600rpm spin

cleaning to ...
5kg minimum
5kg miminum

Stabdard BS
equivalebt to

All Cycle info

All Cycle info

10l/min+/- 1l
White-Black

Reflectance
15l/min cold

All standard

Refer to CS
all currently
+full colour

removal of

content of
available

Cycle as
Moisture

clothing
10-28C

How Much

fittings
+/- 1%

of 500

123
Figure 8: Example QFD Phase 1 Chart
This chart is an L-type matrix modified as shown in figure 9.
LIST 2
Item A

Item D
Item B

Item C

...

...

...

Item 1

Item 2
LIST 1

Item 3

Item 4

…
Items related

Items related

Items related

Items related
to item A

to item D
to item B

to item C

LIST 3 many-to-one related with List 2

Figure 9: The Basic Structure of the QFD Type Matrix Diagram

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 In the first phase of QFD, List 1 comprises customer requirements
which are often expressed in vague and ambiguous terms. List 2
comprises the set measurable technical requirements for the system
under development. The matrix is therefore used to show the
relationships between the customer and technical requirements.
Blank or sparse rows or columns will highlight potential deficiencies
in either set of requirements. List 3 is used to set target levels for the
measurable technical requirements in list 2.

Who does it?

Constructing a Matrix Diagram is best performed by a team to draw upon
the experience and expertise in that team. It is important to emphasise that
the quality of the outcome is dependent upon the team and hence team
selection is critical. What is important is expertise in both lists. As an
example, consider the phase 1 QFD briefly described above. List 1
comprises the customer requirements gathered in many organizations by
the Marketing Function. List 2 comprises the technical requirements of the
system under development generated by Systems Engineers. Its obvious
that both groups need to be present to generate a good chart.

Time size is also an important consideration and the recommendation is

for 5 to 8 members. Below 5 and there is perhaps not enough critical mass
to represent all the stakeholders adequately. Above 8 creates management
issues which often leads to bureaucracy and consequent slowing of
progress.

There is great benefit in terms of quality of output and time efficiency if

the Matrix Diagram sessions are facilitated by a Matrix Diagram
craftsman. This is particularly important for virgin teams.

How to do it?

The process for constructing a Matrix Diagram is given in figure 10.

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 Step
Step 1:
1:
Define
Define purpose
purpose ofof Matrix
Matrix
Diagram
Diagram

Step
Step 2:
2:
Identify
Identify the
the matrix
matrix Lists
Lists

Step
Step 3:
3:
Assemble
Assemble thethe best
best team
team
that
that can
can inter-relate
inter-relate the
the lists
lists

Step
Step 4:
4:
Select
Select the
the matrix
matrix type
type

Step
Step 5:
5:
Choose
Choose andand define
define the
the
relationship
relationship symbols
symbols
Step
Step 6:
6:
Identify,
Identify, discuss
discuss and
and capture
capture
the
the matrix
matrix relationships
relationships

Step
Step 7:
7:
Draw
Draw conclusions
conclusions

Figure 10: The Process for Constructing a Matrix Diagram

STEP 1: Define purpose of Matrix Diagram

Clarity is important here. Not we should use this tool to explore

situations but rather if that is the case we should say so clearly.

STEP 2: Identify the matrix lists

This should follow automatically from the purpose. What is often

problematic here is whether the lists:

 exist
 are sufficiently complete
 are representative and unbiased

If they do not exist then effort may have to be expended to generate

them and it is a question of whether this is done by the same team
that will determine the relationships. As a general rule, it is
recommended that the list originators take part in the determination
of relationships simply because they understand their respective
lists. On the other hand it is import to recognise the potential for
bias. A classic example of this is asking a bunch of Engineers to
help generate a set of customer requirements by pretending to be
customers. The outcome is very plausible but probably not
representative of the true customers needs and leading to the wrong
conclusions being drawn.

It is important here to realise that the lists should contain items that
have something in common so that they represent a set of
“something”. This again is easier to say than do. In some situations
it is easy. For example if you were investigating train lateness
against train operator and type of service it would be hard to get the

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 contents of the lists mixed up. But, what about lists of customer
requirements and technical requirements? Some customer
requirements are technical requirements so in which list do they
reside?1

STEP 3: Assemble the best team that can inter-relate the lists

This step is obvious linked with step 2 and can in fact happen before
the completion of step 2. Whatever the formation of the team it must
contain the expertise and experience to be able to inter-relate the
lists.

STEP 4: Select the matrix type

If the earlier steps have been completed this should be

straightforward, although for any particular situation you may wish
to construct more than one type of Matrix Diagram.

STEP 5: Choose and define the relationship symbols

The relationship symbols accomplish two tasks:

 indicate the presence of a relationship

 indicate the strength of a relationship

In some instances only the presence of a relationship is sought, in

which case any symbol will do. However, in most case both
presence and strength is sought and two common ways exist for
capturing this:

Symbolic method

 Strong relationship
 Medium relationship
 Weak relationship
No relationship

Numeric Method

9 Strong relationship
3 Medium relationship
1 Weak relationship
0 No relationship

The two are equivalent and can be interchanged – but the numeric
method can lead to unnecessary and potentially dangerous
“tinkering”. In general, people are much more willing to accept the
strong, medium and weak symbology and not question its efficacy.

1 This particular issue is discussed and resolved in the QFD tool description.

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 However, when faced with the numeric method people often wish
to change the relative values (i.e. medium = 4.5) or attempt to
introduce inter-range values (i.e. use the complete scale from 1 to 9).
While in principle this is not a problem, in practice it leads to
endless debate, constant recalibration and criticism of the tool (the
classic case of a poor workman blaming his tools). My experience is
to start with the symbols and if a numeric scale is required translate
to this after using the symbols.

There is a third option that attempts to capture whether the

relationships are positive or negative. This uses

9 Strong positive relationship

3 Medium positive relationship
1 Weak positive relationship
0 No relationship
-1 Weak negative relationship
-3 Medium negative relationship
-9 Strong negative relationship
While this can be useful, it is difficult to apply when a relationship
can be either positive or negative. In my experience of this scheme
the disadvantages outweigh the advantages. The best approach is to
indicate that there is a relationship on the Matrix Diagram and make
notes about the type and form of the relationship.

STEP 6: Identify, discuss and capture the matrix relationships

This step is the core of the tool. It is best to be disciplined and

systematic in how the cells of the matrix are examined for potential
relationships. Whether to proceed row-wise or column-wise
depends largely on the situation under considering. As a general rule
row-wise is often the most appropriate since we tend to place the
“most important” list vertically on the left (for the L, YC and QFD
type matrices this is the dominant position).

Each relationship should be considered in turn and the presence and

strength debated until the team reaches a consensus. Since the
symbols are measures of the relative strength it can be useful to start
by quickly scanning a row (or column) to identify the strongest
relationship which can be assigned with the appropriate symbol.
This performs a type of calibration against which the other symbols
and agreed. You may also find that having completed a row (or
column) that you may need to go back and change some of your
symbols.

Deciding on symbols will (and should) provoke discussion and it is

important to record some of this. While I would not necessarily
recommend making notes for every symbol entered on a Matrix
Diagram, it is certainly worthwhile recording those discussions
where there was lengthy or frank debate (i.e. an argument). This is

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 extremely valuable if you ever have to return to a diagram at a later
date, or for other people who will use the diagram but were not
present during its construction.

STEP 7: Draw Conclusions

There should be a purpose for undertaking a Matrix Diagram and

once it is complete it should reviewed against that purpose to draw
out conclusions. It is worthwhile capturing these on the diagram for
future reference and to inform others.

What Goes Wrong: The limitations of Matrix Diagrams

Ambiguous, invalidated, and incomplete lists. It is important to
think through what is in each list and what constitutes membership
of a particular list.

Attempting to precisely quantity the strength of a relationship.

Matrix Diagrams are useful tools in exploring a large number of
items quickly to reduce the scope of a situation down to the vital
few. As such the broad strong, medium and weak relationships are
ideal. Attempting to be precise can be damaging to the team and the
value of the tool.

Wrong expertise and insufficient experience in teams. Like a

great many Systems Engineering tools, the Matrix Diagram tool is
really only a vehicle to help extract the knowledge and experience
from the team. The wrong team can still follow the process and
arrive at a result – but that resultant Matrix Diagram will be of little
use.

Success Criteria
The following list represents a set of criteria that have been found to be
useful when using Matrix Diagrams.

 Team size between 5 and 8

 Team constitution has expertise and experience in the lists being
related
 Use an experience independent facilitator
 Plan for one half-days effort. Irrespective of the situation a Matrix
Diagram will take about ½ day to construct.
 Define clearly what we are trying to do
 Find some mechanism for validating the lists
 Use the symbols and convert the numbers later
 Record reason final symbol decision in contentious situations

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