Archetype
Description
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Decisions are being made in allocating resources, so that one party is getting
attention and resources at the expense of another party.
Again this type of archetype tends to trigger when two more persons are
suddenly in a situation where they need to compete for resources (time,
attention, resources). It attempts to explain that sometimes the differences in
success is not because inherentlly one is better than the other (brains, wit,
resources) but rather the starting points were different. Rather than continue
to perpetuate the cycle and fester more ‘un-success’ (as a result of the sense
of feeling as victims of the system) down the road, this archetype invites us to
relook at the way we look at or define success or allocate resources.
The starting point of the archetype, is "Allocation of resources to one rather
than the other". Since A receives more resources than B, he or she carries
out actions that allows him to create more or greater successes than B and
therefore A continue to be receive a greater allocation of resources than the
other.
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Behaviour
over time
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Commonly
used words or
early warning
symptoms
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We keep getting sidelined!
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Example(s)
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“The supervisor and the new employee on MC” story.
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Tips to note
when using
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What is the
thinking?
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“Because that person (or department) is more successful, they must be good
and others are not.”
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Managing the
intervention
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AVOIDING COMPETENCY TRAPS
The archetype suggests that success or failure may be due more to initial
conditions than intrinsic merits.
Intervention:
Look for reasons why the system was set up to create just “one winner” –
investigate historical origins of competencies or identify potential competency
traps, map internal view of “organisational” or “Market” success. What are the
operating assumptions regarding the success.
Obtain external views of success. Ask “outsiders” for alternative strategies.
Assess effects on the innovative spirit. Is the current system excluding or limiting
the spirit of success. Continually scan for gaps and areas of improvement.
Find ways to make team collaborators rather than competitors
Identify goals or objectives that define success at a level higher than the
individual players A and B
What it looks like if the system was working well:
“We can create win-win situations for everyone, including the organisation as a
whole”
Decisions are being made in allocating resources to give appropriate attention to
all parties.
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