Free Interrelationship Diagram Tool

Map how issues drive each other: set cause-and-effect arrows between every pair, and let the tool find the key drivers to act on and the outcomes to measure.

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  • Export to PDF, PNG & Excel
  • Data stays in your browser
Issues8
Links11
Key driverForms change often without notice
Key outcomeThe same errors repeat across shifts

Click an issue to edit it and its links, or fill in the matrix below: for each pair, decide which issue drives the other. + in the centre adds an issue.

PROBLEM / ISSUEWhy do packaging batch records have so many errors?Key driver: most arrows out (start here)Key outcome: most arrows in (a symptom to measure)IN 1 · OUT 2Forms have many free-textfieldsIN 0 · OUT 2High operator turnoverIN 2 · OUT 1New operators are trainedonly in the classroomIN 0 · OUT 3 · KEY DRIVERForms change often withoutnoticeIN 3 · OUT 1Time pressure at the end ofthe shiftIN 0 · OUT 1QA reviews records daysafter the batchIN 1 · OUT 1Operators get no feedbackon their errorsIN 4 · OUT 0 · KEY OUTCOMEThe same errors repeatacross shiftsAdd an issue
Interrelationship diagram: issues arranged in a circle with arrows from cause to effect; the key driver and key outcome are highlighted. Select an issue to edit it.

Relationship matrix

→ the row drives the column · ← the column drives the row · click to change
Issue12345678OutIn
1. Forms have many free-text fields21
2. High operator turnover20
3. New operators are trained only in the classroom12
4. Forms change often without notice30
5. Time pressure at the end of the shift13
6. QA reviews records days after the batch10
7. Operators get no feedback on their errors11
8. The same errors repeat across shifts04

What is an interrelationship diagram?

Complex problems rarely have a single cause; their causes influence each other. An interrelationship diagram makes these links visible. It places the issues in a circle, draws an arrow from each cause to its effect, and counts the arrows. Issues with the most arrows out are the key drivers: improve them and many other issues improve too. Issues with the most arrows in are the key outcomes: they show the problem, so they make good measures of success.

How to build an interrelationship diagram

  1. Agree the problem statement and gather 5 to 25 issues.
  2. Compare every pair: is there a cause-and-effect link, and which way is it stronger?
  3. Draw one arrow per related pair, from cause to effect.
  4. Count the arrows in and out of each issue.
  5. Identify the key drivers and key outcomes, and check them against data and experience.

Interrelationship diagram example

A team investigating batch record errors lists eight issues. Working through each pair, they find that "forms change often without notice" drives three other issues: classroom-only training that falls behind, forms with many free-text fields and time pressure at the end of the shift. It is the key driver. "The same errors repeat across shifts" receives four arrows: it is the key outcome to track. The conclusion surprises the team: the first lever is document control, not more training.

After the diagram

How to use this Interrelationship Diagram tool

  1. State the problem. Click the dark box and write the problem or issue being analysed.
  2. Add the issues. Click + in the centre to add each factor (5 to 25 work best), e.g. from an affinity or fishbone diagram.
  3. Decide the relationships. In the matrix, click each pair: → if the row drives the column, ← if the column drives the row, blank if unrelated.
  4. Read the drivers and outcomes. The diagram counts arrows in and out and highlights the key driver (green) and key outcome (amber).
  5. Check with the team. Discuss whether the drivers make sense and confirm them with data where possible.
  6. Export. Export the diagram and the counts to PDF, PNG or Excel.

Frequently asked questions

What is an interrelationship diagram?

An interrelationship diagram (or interrelationship digraph, or relations diagram) shows cause-and-effect relationships between several issues or factors. Each issue is a box; arrows go from cause to effect. Counting the arrows in and out of each box identifies the key drivers (most arrows out) and key outcomes (most arrows in).

How do you read an interrelationship diagram?

Issues with many outgoing arrows are drivers: root causes or levers that influence many other issues, so acting on them has the widest effect. Issues with many incoming arrows are outcomes: symptoms that are useful to measure but hard to change directly.

How do you decide the direction of an arrow?

For each pair of issues, ask "Is there a relationship? If so, which one drives the other more?" Draw only one arrow per pair, in the stronger direction. If neither clearly drives the other, leave them unlinked.

When should I use an interrelationship diagram?

When a problem has many interacting causes and the team needs to find where to start, often after an affinity diagram or fishbone diagram has produced the list of issues. It works best with 5 to 25 issues.

What is the difference between an interrelationship diagram and a fishbone diagram?

A fishbone diagram lists possible causes of one effect in categories, as a tree. An interrelationship diagram shows how the causes affect each other, which reveals the drivers among them. They are often used together: fishbone first, then interrelationship diagram on the main causes.

Is this one of the seven management and planning tools?

Yes. The seven management and planning tools are the affinity diagram, interrelationship diagram, tree diagram, matrix diagram, prioritization matrix, process decision program chart and arrow diagram. All seven are available free on this site.

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