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.
This happens as we perceive two ways that could solve the problem. One is
easier than the other. The first. Since in most cases problems do not
present themselves, iInstead 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 what is
causing the problem. However often it takes time to reach the solution (see
a dentist) or for the solution to take its effect (improve dental hygiene), we
therefore choose to reverting to the symptomatic solutions (learning to pop
the ‘Panadol’ faster … and faster). Before we know it we become addicted to
the solution, 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 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 to 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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