An Interrelationship Diagram is a relationship map that offers a visual display of cause-and-effect relationships within a process or problem. It provides insights into the complexities of a given As-Is process and illustrates the relationships among the different cause-and-effect elements.

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Interrelationship Diagram
Complexity is Made Simple through Interrelationship Diagrams

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Definition
A relationship map that offers a
visual display of cause-and-effect
relationships within a process or
problem.
It provides insights into the
complexities of a given As-Is
process and illustrates the
relationships among the different
cause-and-effect elements.
Interrelationship Diagram 2

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Applications
Widely used in problem-solving scenarios to identify the ideas and factors
that have the greatest impact for resolution.
Interrelationship Diagram 3
Process improvement
Problem-solving
Team collaboration Complex system analysis
Root cause analysis Change management

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Uses
Interrelationship Diagram 4
Can be applied in situations where a visual representation of connections
and influences among elements is useful for analysis and decision-making.
When analyzing complex situations with
multiple interrelated issues
When relationships are difficult to
determine
For example, analyzing the factors that affect customer satisfaction or lead to lower sales.

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Benefits
Interrelationship Diagram 5
Brings the most important and costly
causes-and-effect elements to
attention, allowing to focus on what
truly matters.
Ultimately, contributes to the success
of the process improvement
initiatives.
Enables to show the relations
between one or more problems and
their causes.
Provides a structured process for
creative problem-solving in complex
situations that involve up to 50
interconnected items.

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Components
An interrelationship diagram is basically a
network that consists of nodes and
arrows.
They allow for multidirectional thinking
rather than linear thinking.
Interrelationship Diagram 6
Node
Line

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Components
Influence relationships can be represented using
arrows which should be drawn from the element
that influences to the one being influenced.
Interrelationship Diagram 7
If two elements influence each other, the arrow
should be drawn to reflect the stronger influence.
RIGHT
LEFT

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Components
Once connections are identified, they can be counted to analyze the
situation and understand the overall interrelationship structure.
Interrelationship Diagram 8
In: 1 – Out: 1
In: 1 – Out: 1
In: 1 – Out: 1
In: 0 – Out: 3
In: 3 – Out: 0

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Rules When Analyzing the Generated Diagram
The nodes with the most connections
are typically the key elements to be
investigated
They can be highlighted in some way,
such as using double borders or color
highlighting.
Interrelationship Diagram 9

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Rules When Analyzing the Generated Diagram
Arrows flowing only away from a node indicate a root cause that should be
addressed to resolve the problem.
Interrelationship Diagram 10
Root cause
Outgoing arrows dominant
The node that has primarily outgoing arrows indicates a potential cause; if resolved, it will
have a cascading effect on a large number of items.

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Rules When Analyzing the Generated Diagram
The nodes that have primarily incoming arrows flowing into it are effects
that need to be addressed.
Interrelationship Diagram 11
This may also indicate a bottleneck that is difficult to resolve due to the multiple causes.
Effect
Incoming arrows dominant

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Constructing an Interrelationship Diagram
An interrelationship diagram typically follows an exercise of data collection
or idea generation.
Data may be gathered through methods such as affinity diagrams, cause
and effect diagrams, or tree diagrams.
Interrelationship Diagram 12
AFFINITY DIAGRAM AFFINITY DIAGRAM Tree DIAGRAM

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Constructing an Interrelationship Diagram
Interrelationship Diagram 13
With your team, clearly explain the purpose for constructing the interrelationship diagram
• Brainstorm or collect the problem elements to be interrelated on the diagram.
• You may want to use the collected ideas as starting points and brainstorm
additional ideas as you go through the exercise.

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Constructing an Interrelationship Diagram
Interrelationship Diagram 14
Write these elements on note cards then place them on a flipchart or whiteboard
• Place elements that are related near to each other.
ABC
KLM
XYZ
TUV
DEF

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Constructing an Interrelationship Diagram
Interrelationship Diagram 15
Explore the connections of each element, then draw arrows to indicate causation or influence
• Repeat this process until all elements are reviewed.
• Draw double boxes around dominant incoming arrow and dominant outgoing arrows.
ABC
KLM
XYZ
TUV
DEF

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Constructing an Interrelationship Diagram
Interrelationship Diagram 16
Count the number of incoming and outgoing arrows then write the totals beside each element
• Analyze the diagram by identifying and marking those elements that are likely to
be the real causes of the problem.
• You may need to collect more data and perform further analyses to support your
findings.

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Constructing an Interrelationship Diagram
Interrelationship Diagram 17
Plan and implement actions to solve the problem
• Confirm that the items with the greatest number of arrows are indeed the issues
to be tackled.

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Example - Why a Change Initiative has Failed?
The following ideas were collaboratively developed by a team to identify the reasons
why a change initiative within a company has failed to bring the anticipated benefits.
Interrelationship Diagram 18
A. Brainstorming and Selection of Ideas
Lack of
training
Poor
management
support
Poor
performance
management
IMPLEMENTATION
Increased
workload
Lack of
empowerment
PLANNING
Poor
planning
Change
vision is not
communicated
No sense of
urgency exists
No change
plan exists
No change
agent role
CHANGE OBSTACLES
Incorrect
paradigms
present
Change
resistance
Some
people will
never change
A blaming
culture exists

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Example - Why a Change Initiative has Failed?
Interrelationship Diagram 19
Poor
performance
management
Incorrect
paradigms
present
Change vision is
not
communicated
Lack of training
No change agent
role
Poor planning
Increased
workload
Poor
management
support
Change
resistance
B. Constructing the Diagram

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Example - Why a Change Initiative has Failed?
Interrelationship Diagram 20
Poor
performance
management
Incorrect
paradigms
present
Change vision is
not
communicated
Lack of training
No change agent
role
Poor planning
Increased
workload
Poor
management
support
Change
resistance
In: 1 – Out: 0 In: 1 – Out: 4 In: 1 – Out: 1
In: 1 – Out: 1
In: 2 – Out: 0
In: 5 – Out: 0
In: 2 – Out: 1
In: 0 – Out: 5
In: 1 – Out: 2
C. Analyzing the Diagram

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Example – Repeat Service Calls
Interrelationship Diagram 21
Lack of knowledge of
matching people to
job requirements
Unclear customer
expectations
Lack of information
on job
Wrong tools
Unreasonable
customer
Lack of knowledge of
job by subcontractor
interviewer
Wrong person sent
Lack of trades
experience in
management
Poor matching of
people
Lack of formal record
of what final job is
Lack of competent
people
Lack of clear job
expectations by
subcontractors
Repeat service calls
Advertising
Promises
Source: Crown Holdings
Arranging the nodes in a
circular format simplifies
their connection, particularly
in complex scenarios

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Further Information
Interrelationship Diagram 22
Effect
Root cause
An interrelationship diagram is often
used in Six Sigma projects to identify
and analyze complex connections and
influences within a process.
When conducting this exercise, it is
important to view data as a
supplement to experience rather than
a substitution for it.

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