Systems Thinking Case Study #11:
Systemic structures that create inhospitable jobs!
HOW COME EMPLOYEES IN A FAST-SELLING ENVIRONMENT CONTINUE TO
BE UNHAPPY DESPITE EFFORTS TO MOTIVATE THEM?
[A study using the banking industry]
DIALOGUE NOTES:  MAKING SENSE OF THE GROWING POOL
OF YET DISSATISFACTION OF 'DEBT COLLECTORS'

A day in the life of collectors and debtors ....

Interesting Links:
http://www.nfib.com/object/1584072.html
http://www.thefrugallife.com/collection_calls.html

  • It is a difficult job and despite efforts to change their work
    environment, officers do not enjoy the work.
  • They cite reasons such too routine or takes a toll on their
    personal lives as why they do not wish to stay on the job and
    they leave.
  • Over the years, the demand for this job has been growing.
  • The bank has been willing to investment in the collection  centre
    (and incur the expenses), because without which the loss to the
    bank is significant.
  • The bank has unintentionally needed to increase sales tactics or
    loan approval as this allows the bank over time to recover losses
    due to bad debts.
  • The more sales there are, the more there is the need for
    collections and vice-versa.

INHERENT SYSTEMIC STRUCTURE:  ACCIDENTAL ADVERSARIES
Intervention:
  • Strengthen the healthy relationship loop
  • Avoid acting solely in self-serving ways
  • Recognise that your partner will do things for him- or herself from
    time to time, and learn to observe the consequences without
    assuming bad intent
  • Form relationships with like-minded people
  • Get insight into the systemic structure!
  • Use dialogue to focus on team-centred behaviour

  • Weaken the dysfunctional relationship loop
  • Avoid the temptation to blame the other person when something
    goes wrong – seek to clarify the real reasons for his or her actions
  • Find ways to handle stress and frustration
  • Avoid attempting to sort through “who started it”
  • Communicate effectively when you are dissatisfied with your
    partner’s performance
  • Schedule meetings to talk openly.

What it looks like if the system was working well:
  • “We can work this out, so that everybody wins.”
  • All parties pay attention to their own behaviours
WHAT WOULD IT LOOK
LIKE IF WE LEARN TO
APPLY THESE
STRATEGIES?

WHAT MIGHT MAKE IT
DIFFICULT OR GET IN THE
WAY OF MAKING THESE
HAPPEN?

WHAT KEEPS OUR
CONVERSATIONS LIKE
THESE AND IS MAKING IT
DIFFICULT TO SEE THESE
STRUCTURES?

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