At Butterfield, a dispute arose about whether the company should outsource a costly insulation material or continue to make it themselves. When the team realized it had not defined a driving force to guide the company on this issue, the members stopped arguing about what to do and instead began discussing the forces that drive decisions about whether or not to out-source. They developed a map describing the conditions that would be necessary for outsourcing to make sense. In doing so, the course of action became clear to everyone: it would be better to outsource the insulation material.