Archetype
Description
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A short-term "solution" is used to correct the problem with seemingly positive
immediate results. As this correction is used more and more, more fundamental
corrective measures are used less and less. Over time, the capabilities for the
fundamental solution may atrophy or become disabled, leading to even greater
reliance on symptomatic solution.
There are two ways to solve the problem. The first. In most cases problems do
not present themselves. Instead they present as symptoms (e.g. pain for a bad
tooth). As such, we often end up treating the symptoms of the problem
(symptomatic solution). There is another way to solve the problem and that is
addressing the root cause of the problem. However often it may take time to
reach the solution (see a dentist) or for the solution to take effect (improve
dental hygiene), we resort to reverting to the symptomatic solutions (learning to
pop the ‘Panadol’ faster … and faster). Before we know it we are addicted to it,
often spawning more problems down the road (creating “Turtles all the way”)
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Behaviour over
time
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Commonly
used words or
early warning
symptoms
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We needed a solution yesterday.
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Example(s)
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“Toothache / Scanner” story
Company buys a new scanner that only one Gary knows how to operate
One member of staff needs photos scanned in for a presentation - she takes
Gary for tea and asks him to help scan the photos
•After he obliges, more staff approach him to help scan in their photos
One day, Gary decides to leave the company
His colleagues throw a farewell party for him but are still unable to scan photos
after he leaves
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Tips to note
when using
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What is the
thinking?
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“We know what we need to do, but it’s difficult to deal with, so let’s put on a
bandage instead.”
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Managing the
intervention
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BREAKING ORGANISATIONAL GRIDLOCK
The archetype provides a starting point for breaking gridlock by identifying
chains of problem symptoms and solutions that form walls between functions,
departments or divisions.
Intervention:
Problem symptoms are usually easier to recognise than the other elements of
the structure.
If the side-effect has become the problem, you may be dealing with an
“Addiction” structure. Map all the “quick fixes” that appear to be keeping the
problems under control or undermining the viability of the fundamental solution.
Identify impact on others. What are the impacts of those “solutions” on other
players in the company.
Identify fundamental solutions. Whether a solution is fundamental or
symptomatic often depends on one’s perspective. Explore the problem from
differing perspectives in order t come to a more comprehensive understanding
of what the fundamental solution may be.
What it looks like if the system was working well:
“We take responsibility and spend the time and effort required to be effective
even if it’s difficult.
We are willing and able to invest the time and effort required to implement the
fundamental solution.
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