Archetype
Description
|
A fix in the short-term makes the problem go-away but in the long-run creates
unintended consequences that makes the problem worse, requiring more use of
the same fix.
As problems grow, fixes grow (something that might have worked in the past) ,
hopefully to cause the problem to go away. And it looks like the problem does
go away (problem gets better / reduced which is why we like non-leverage
interventions because it actually works!). However, after some time (delays - the
time needed for the effect of one variable on another;moften these delays are
either unrecognized or not well understood), the same fix that made the problem
go away, now creates an unintended consequence(s) that makes the problem
worse. So what do we do? We apply more of the same fix!
|
Behaviour
over time
|
|
 |
|
|
|
The problem keeps coming back,
worsening each time.
|
|
|
|
|
Commonly
used words or
early warning
symptoms
|
"It always seemed to work before; why isn't it working now?"
|
Example(s)
|
Goody Bag” story
Residential Committee chairman wants to recruit volunteers via block parties
At the block party, residents get to meet an MP, a celebrity and go home with
a goodie bag
The volunteer sign up rate is only moderate so the RC chairman organizes a
few more block parties, all giving away goodie bags
One day he invites a resident for a block party and is immediately asked if
goodie bags will be given away
He realises that residents are coming for the goodie bags and not because of
a genuine interest to volunteer - the goodie bag was a 'fix that failed'
|
Tips to note
when using
|
|
What is the
thinking?
|
“Time is money, and neither time nor money should be wasted. Therefore, the
first answer must be the right one.”
|
Managing the
intervention
|
PROBLEM-SOLVING
Almost and decision carries long-term and short-term consequences and the two
are often diametrically opposed. This archetype can help us get off the problem-
making treadmill by identifying fixes that may be doing more harm than good.
Maintain focus on the long-term. Disregard short-term "fix", if feasible, or use it
only to "buy time" while working on long-term remedy.
Intervention:
Breaking this cycle usually requires acknowledging that the fix is merely alleviating
a symptom and making a commitment to solve the real problem now.
A two-pronged attack of applying the fix and planning out the fundamental
solution will help ensure that you don’t get caught in a perpetual cycle of solving
yesterday’s solutions:
Prong #1: Identify problem symptom. Map current interventions and how they
were expected to rectify the problem. Map unintended consequences of the
interventions
Prong #2: Identify fundamental causes of the problem. Find connections
between fixes and the fundamental causes. Are they linked? Proceed to identify
high-leverage interventions. Map potential side-effects for each intervention in
order to be prepared for them (or to avoid them altogether)
What it looks like if the system was working well:
“We consider possible alternative and their side-effects before acting.”
We identify possible side effects of short-term fixes.
|
