Case1: Diagnosis and Strategy for Team Dysfunction Caused by Directional Energy Imbalance
This case demonstrates the process of objective team diagnosis using the Directional Energy Circulation Theory and strategic role redefinition utilizing the Strategic Space.
I. Defining the Challenge
The Podcast operation team (Members A, B, and C) consistently struggled not with content ideation, but with a chronic lack of directional planning and focus on monetization (results orientation). The team was exhausting energy without achieving sustainable growth, leading to a dysfunctional state despite high creative output.
II. MLS Analysis Results (Visualization of Constraints)
[Analysis Axis] Directional Energy Circulation Theory
Analysis of the team members’ directional energy composition confirmed a critical resource imbalance as a logical MLS constraint:
- East Direction (Initiation/Ideas): 2 members (A and B) (Excess)
- West Direction (Operation/Teamwork): 1 member (C) (Appropriate)
- North Direction (Planning/Strategy): 0 members (Deficit)
- South Direction (Results/Harvest/Profit): 0 members (Deficit)
This analysis logically identified a functional bottleneck: ideas from the East were flowing directly into the West’s operational tasks (C), bypassing the crucial North Direction (Planning) for logical direction and the South Direction (Profit) for outcome strategy.
III. Logically Derived Strategy
[Strategy Design] To establish the Reproducibility of Action (in this case, the reproducibility of a growth model), the Strategic Space was designed by having existing members compensate for the deficient North and South roles.
- Compensation for North (Ensuring Planning): Member C (Operations) was newly assigned the role of verbalizing ideas into concrete “plans” and determining task execution order. This leveraged C’s operational experience to build a reproducible planning flow.
- Compensation for South (Establishing Profit Focus): Members A and B (Ideas) were given the constraint to include “how this idea contributes to the South Direction (profit)” during ideation. This integrated monetization awareness at the point of origin, correcting the initial action impulse.
IV. Reproduction of Action and Results
Execution of the MLS-derived strategic action (role redefinition and constraint addition) resulted in the reproduction of objective outcomes:
- Reproducibility of Planning: The team transitioned from subjective, day-of topic selection to a new flow that objectively determined plans a week in advance.
- Reproducibility of Profit Focus: The “contribution to the South Direction” became a measurable metric for new ideas, successfully integrating profit-oriented activities into the overall plan—a logical result that was reproduced through strategic intervention.