Glossary

The person who decides without being in the room, whose existence changes what the round produces.

A verifiable condition specific to one item.

Alteration made from perception captured, with the expected effect written beforehand and verification on a marked date.

The experience of the emotional reaction prompted by another person's situation.

Points, order and timing accepted by both parties at the start, with what has to be decided at the end.

Willingness to turn to partners for what the organisation does not master, taking on choice, standard and measurement.

What each side will do if there is no agreement, with recipient, deadline and cost.

A condition in which the same information admits opposite and equally defensible readings.

Comparable products used as an estimate base when there is no history of your own.

The effect by which the first line of solution stated conditions those that follow.

A situation in which many proposals were recorded and few families were explored.

Criteria of promotion, composition of the variable portion, agenda of the meetings and reason for which somebody is corrected.

A condition taken as true without current verification, on which the direction rests.

The band within which whoever is at the table decides alone, written before the meeting.

A single ordered queue, with one owner and a published criterion

Combination in which every indicator with a target has beside it another that records the cost of pursuing it.

A recurring pattern of observable conduct at the table, described by pace, detail required and orientation to task or to people.

The uncertainty whose resolution changes the next decision.

Frontier beyond which the experience settles nothing: a product that does not perform its function, a price outside the band, a regulatory restriction.

Whoever signs the contract and answers for the budget.

Gap between what the delivery requires and what the organisation knows how to do, separated from what it does not prioritise.

Work completed per period, measured by observation and not by intention.

The upper boundary of what can be offered on one variable: price, deadline, volume or scope.

The sequence of problem, result, justification of a budget line and consequence of disappearance.

A working statement that names public and obstacle, and names no mechanism.

The work of dividing value of fixed size, in which the gain of one side is the loss of the other.

An observable condition, written beforehand, that authorises stopping without implementing.

Reduction of volume by similarity. It only produces meaning when each cluster is named.

Generation work with the people who live the problem, whose output is evidence of friction and value.

A set of prior supports assembled and declared at the table.

Understanding of another person's perspective, sufficient to explain their conduct from the conditions under which they act.

Property of the set: the points tell the same story and pass on the context already supplied.

A group defined by a common moment of entry.

A goal taken on by the organisation and sized to be reachable.

The reference against which variation is read.

Sum of the fixed portion, the benefits, the share in results and what has no direct monetary value.

The interval between entering execution and being available to whoever asked.

A verifiable fact that authorises leaving one layer and entering the next.

Removal of a proposal at convergence, recorded with the reason and open to being brought back.

The choice between conceding, imposing, avoiding and resolving, made by the cost of disagreement and by the duration of the relationship.

A divergence about what each party needs to obtain, which admits a solution because different needs admit different paths.

A divergence that has become about who is on the other side, with no technical solution until it returns to the subject.

Property of a repeated point: the same delivery at the first and at the tenth use, at any site and on any shift.

A request for an opinion made while the proposal can still change.

The physical and temporal conditions in which the task happens.

Capacity of the same point to answer according to urgency, familiarity, emotional state and step of the customer.

Outside the scope of the CDTS, which covers the delimited cycle

A rule written before examining the proposals, stating what makes one worth more than another.

A mode of operation that narrows the space of possibilities by declared criterion.

The difference between the value of the proposal on the table and that of the alternative outside the agreement.

The effort the indicator demands of whoever generates it.

The work of increasing what there is to divide, using differences of priority, deadline, risk and capacity.

A stock formed by claims confirmed and limits held, which is not rebuilt in the round in which it was spent.

Conducted change of the conducts practised, with short cycles and verification of effect, begun in the leadership.

Internal response formed in whoever interacts with the brand across the stages of pre-purchase, purchase and post-purchase.

Organised capacity to capture, interpret and disseminate what is known of the path and of each touchpoint.

Sum of the past and expected experiences of a person with a brand, organised as a path.

The sequence of stages the customer goes through, measured by loss at each transition.

A description of a group by observed behaviour, used for deciding.

Conducts practised when the immediate interest of the operation conflicts with the perception of the customer.

A difference that has stopped yielding to argument: of form, about sequence, person or wording, or of value, about a limit.

The band of decision belonging to each role, defined by the reach of the consequence.

A number capable of changing a concrete choice.

The time between receiving a complete proposal and stating a position on it.

An assumption whose fall would change the challenge. It is what defines the research plan.

A written record, made before the test, of what the prototype does not represent.

Short sentence that says what the data will be used for, presented before the collection.

The deliberate postponement of assessment during production.

A statement naming who faces it, what impedes them and at what point the impediment arises, without naming a mechanism.

The conditions separating delivered from not delivered, valid for every item.

Long-term preparation for responsibilities the person does not yet hold.

An offering that fully covers the use a customer makes of the product.

The set of what the product decided to do and decided not to do, with a re-examination date.

A fixed share of capacity assigned to the long term and protected from competition.

Outside the scope of this work, which uses its output

An offering with lower performance on traditional attributes and greater access, serving those outside the market.

Delivery of the finding to whoever can alter the touchpoint, with a path back to the observation.

A mode of operation that widens the space of possibilities and defers judgement.

The number of people who enter a stage and do not go forward, in absolute terms and in proportion.

A group willing to use an incomplete version because the problem is urgent for them.

Change of conduct observed at the touchpoint after the formation, verified by record.

Work the customer had to put in to get what they wanted: steps, repetitions, transfers and their own time.

The mechanism present in the request, which has to be returned to the set of possible answers.

Record of the affective state step by step, used to locate falls and peaks, not to illustrate the map.

Understanding that produces a usable finding, verifiable by the explanation of conduct

Verifiable statement of what the organisation offers to whoever works in it and of what it expects in return.

Stopping because the best proposal is below the alternative, with the reason recorded.

Measure of a specific encounter, applied close to it and tied to a named touchpoint.

A conversation that asks for accounts of concrete and dated occurrences, rather than opinion.

A sequence in which each response enlarges the previous one until the conversation leaves the point that gave rise to it.

A check in which three plausible solutions are confronted with the statement, and at least one falls.

Store of earlier experiences that acts as a filter on every future assessment by the customer.

Outside the scope of this work, which reads the computed result

A commitment created by a commercial area, a partner or published material.

The degree of closeness between the prototype and the intended product, chosen by the nature of the doubt.

A pattern that emerges from the relation between observations which, taken alone, mean nothing.

Share of cases settled without the customer needing to come back on the same subject.

Grid of two axes: conduct observed against the declared culture, and delivery of the result agreed.

The point from which walking away is better than closing, derived from the alternative and not from wish.

A meeting in which participants produce something that exposes reasoning, priority and conflict.

A definition of who decides what and with what record

A stage with a declared rule, measured by families of solution and not by number of proposals

A situation in which the statement, the set of possible solutions and the success criterion are not yet fixed.

The portion of the reachable market already paying for some solution in the category.

Collection of evidence with the method chosen by the question and stopping by saturation

The two axes of prioritisation: expected effect on perception and cost of altering the point.

A situation in which one party decides alone and communicates, because it holds the decision or because of an external rule.

The one whose variation alters a named choice; the one that alters no choice leaves the panel.

An offering covering part of the use or serving another audience.

Question about how far the customer would miss the product if it ceased to exist.

A single line per customer and per point, with date, channel, closed answer and original text preserved.

The work of obtaining adherence from whoever is not obliged to grant it, distinct from authority and from pure bargaining.

A pattern that emerges from the relation between identifiable observations

A measure of how much each side needs the other, almost always asymmetrical, which sets how much each party can sustain.

An area of your own company that uses the product to serve the external customer.

Use of the version by people from your own company.

Reading that somebody makes of the fact, with a declared author and an explicit hypothesis, in a separate field.

The stage chosen to receive the solution, by the combination of drop-off and cost of correction.

A term of the agreement that costs one side little and is worth much to the other.

A fault identified before exposure, with estimated reach.

Use of the classification as a fixed identity, which dispenses with reading the conduct of that round.

The three levels at which the experience is decided, in the order in which they sustain one another: cultural, strategic and process.

Participation in a cycle of its own of practice, recorded decision and exposure to the customer, prior to the work with the front line.

A number that moves before revenue.

A change in the product capable of moving a stated indicator, assessed by its effect per unit of capacity.

Its state in the market, recognised by observable signs

Three heights: listening in order to reply, listening to the content and listening to the interest behind it.

Observable behaviour of continued presence, repeat purchase and spontaneous referral: a record of what the customer did.

Authorisation from whoever answers for the outcome, with objective, floor, ceiling and what requires prior consultation.

Obtaining a decision that depends on the target not knowing something: a figure omitted, invented scarcity, manufactured urgency.

The team carrying out what the mechanism would do, delivering the experience without building the mechanism.

A record of who signs, who vetoes, who influences and who merely takes part.

The state in which entry exceeds exit in a sustained way and those who stay find the product hard to replace.

Conducting, by whoever is not a party, a conversation the two sides can no longer sustain alone.

A number capable of changing a decision from a given value

Section of one stretch, with defined entry and exit, mapped in the detail the general map cannot hold.

The smallest set capable of answering the question blocking further investment.

The smallest set capable of answering a written question

Step at which the perception of the whole forms or comes undone, with a weight out of proportion to its duration.

A short statement describing the counterpart's state and its observable reason, without accepting the corresponding position.

The amount of information asked for before the person takes a position.

A condition in which two parties depend on each other, disagree on the terms and decide on at least one variable.

The capacity to influence the terms, measured by what each side loses without an agreement.

Observable behaviour that indicates a change of state in the counterpart, never the cause.

Declared resistance to a term, which carries information that is lost when the response is defence.

The outcome intended in the round, as a number per variable and with a date, what is pursued and not what is accepted.

Explicit ordering between incompatible corporate objectives, with the sacrifice declared.

A note of what was seen and heard, separated from the reading of whoever observed.

Following the task in the place and at the moment it happens, without intervening.

What was said, done or measured, transcribed with no adjective and with an identifiable origin.

What the participant did during the test session.

Periodic conversation between the leader and the person led, with a partial agenda and most of the speaking time for the person led.

The first number put on the table with a calculation to support it, which shifts the range without fixing the agreement.

Whoever sustains the product: support, implementation, administration.

A declared rule explaining why one item sits above another.

The point at which the conversation starts: with the number and the deadline, or with whoever will perform the agreement.

What the organisation obtains once the agreement starts being performed, distinct from the agreement signed.

A record of the signals that precede the impulsive reply, such as speeding up speech or wanting the last word.

The decision about what is included in which plan and what is sold separately.

Encounter operated by whoever the brand contracted, whose choice, standard and measurement remain its responsibility.

Sequence of steps described in actions of the customer, and not in activities of the areas.

A deliberate interval after a proposal or a provocation, which gives the turn to speak back to the counterpart.

What the counterpart believes about the other side's sources, and which governs their conduct even when wrong.

Compound of sensations, emotions and perceptions proper, formed in the face of what the brand delivers.

Collection made at the touchpoint, with a named target and a question linked to a decision.

A profile defined by observed behaviour and used for deciding

Confirmation of each term separately, with number and date, before concluding on the whole.

A condition whose source is whoever states it, and which is negotiable.

Conduct that seeks to change the counterpart's decision by cost, urgency or discomfort, not by merit.

A regularity that operates on the decision whoever uses it, and which is recognised rather than chosen.

Adherence obtained individually, away from the meeting, from whoever will have a voice inside it.

Ordering by a declared criterion, with the displaced item named

An ordered list of candidates for execution, with one order and one owner.

A refutable statement supporting the chosen direction.

A representation built to be put to the test and answer a doubt before building.

Material produced by third parties for another purpose, always dated and with a cut of its own.

Four levels, context, problem, implication and stated need, each yielding only after the previous one.

The overlap between the limit of one side and that of the other, within which position is disputed.

The portion of the total the current operation can serve today.

A condition of verifiable external source, with a declared consequence for breach.

The principle by which whoever receives tends to give back, harmful when it creates a debt the other side did not ask for.

Level at which the data is kept: the consolidated figure is rebuilt from the individual one, and the individual one is not.

A note, at the end of the round, of what was done under pressure, made to compare and not to classify.

A short document issued after the meeting with what was decided, what was left open and who does what.

An item left out, with a written reason and a reopening condition.

A claim with an observable quantity, a threshold and a declared consequence for each band.

An external requirement with a fixed date and a consequence for breach.

Bond accumulated between customer and brand, resulting from a sequence of experiences and a substitute for none of them.

Measure of the bond accumulated between customer and brand, which moves slowly and isolates no cause.

A comparison between the costs of no agreement on the two sides, which does not follow from size or from job title.

The formulation received from whoever commissions the work, almost always already translated into a solution.

Giving back, in one's own words, what was understood, followed by a request for correction, and never a sign of agreement.

Continued presence of whoever the organisation decided to keep, a consequence of the earlier stages of the cycle.

The mechanism by which revenue is generated.

A declaration of committed capacity over time, with decreasing granularity.

The function performed by each member in the room, which may differ from style and from job title.

Declared assessment of an episode or a period, which describes the recent past and guarantees no future behaviour.

Question about how satisfied the customer was with an episode, applied straight after it.

The state in which new collection within the same profile stops bringing new themes.

A cut grouping people who behave similarly in the face of the decision at hand.

Distortion introduced by the way of recruiting, which makes the material describe who was reached.

Support interaction at a touchpoint, part of the experience and never the whole of it.

A staging of the complete path, used when the object of the test is a sequence of interactions.

The declared set of conducts valid during generation, with the time at which assessment returns.

Evidence that the declared conduct does not hold under pressure: a repeated exception and a complaint that never travels upwards.

The tendency to judge more reasonable the counterpart whose style resembles one's own.

A set of proposals that share the same mechanism.

The concrete origin of that capacity, always mapped in two columns, one per party.

Whoever authorises the work and decides the destination of the learning. They do not decide the result of the test.

Support of the transition by whoever decides budget, agenda and appraisal: an initial condition that does not replace the routine.

The state of the product in its market, recognisable by observable signs.

What a person says about their own conduct. It indicates the perceived norm.

The sentence in which the counterpart states, in their own words, what they need to happen.

The result the organisation declares it is pursuing in the period, in a verifiable form.

What is received in exchange for a concession, said at the moment of it and written into the record.

Smallest unit of the path, named by a verb of the customer: search, compare, contract, receive, complain, refer.

Linked sequence of decisions from attraction to retention, in which the failure of one stage reappears in the following ones.

Part of the path operated by a third party or invisible to the brand, which the customer attributes to it just the same.

A goal above the trend, with no remuneration attached.

Perception captured in a format comparable between customers and over time, which makes it an input to adaptation.

The heightened form that habitual conduct takes when the deadline tightens or the limit is tested.

An offering meeting the same need by another route, including work done by hand.

The set of threshold, deadline and consequence, defined before the result.

Improvement of the performance valued by those already served.

The intended order of the points, with what has to be decided at the end of each one.

The order of the moments of the meeting, from the opening to the record, each one input to the next.

The concrete form the request takes, chosen by target and by moment.

The person whose decision is sought, named this way to direct preparation at what supports their yes.

Correspondence between the theme the brand sustains in communication and what the customer finds at the touchpoint.

Time, information and power, which govern any table and are not read correctly in isolation.

The universe of organisations that could use the product if every constraint fell away.

Encounter between customer and brand, inside or outside its control, able to alter the perception formed.

Statement of the pain the point settles, for whom and at what step, prior to the choice of channel.

Whoever operates the interface: the brand itself, a partner, third parties with no tie, or the customer themselves.

The existence of a record of the reason for a decision, accessible to whoever did not take part.

Short-term formation aimed at the execution gap of the current post: procedure, tool and conduct.

A condition in which what will come is unknown, even when the present situation is understood.

An alternative that is not a product: manual process, spreadsheet, outsourcing, doing nothing.

A request arriving with the cycle already committed.

Whoever performs the task in the product.

A description of a group by observed behaviour, built to settle decisions.

A confrontation that can reject, with a refutation criterion written beforehand

Loss of the reason to buy with no change in price, quality or satisfaction.

A verifiable statement about the result obtained by the customer.

A number that rises easily and corresponds to no result.

Map checked against observed behaviour, and not against the internal description of the process.

Question about how far the customer would recommend the brand, read by the distribution of respondents into groups.

Ending a feature in use, with a deadline, an alternative and exceptions.

The number of items started and not completed at the same time.

Conducting in which every message counts as a record and ambiguity is not corrected later.