From the outset, sound quality on the virtual conference was poor, even with that wonderful new system that shows everyone each site's whiteboard, and lets everyone see each other. After 10 minutes it got so bad that they suspended the conference and resumed on a plain old bridge line. The CEO was livid. But there was no alternative right then.
Overnight, people from IT and Facilities and the vendors went over the system, updated the firmware, replaced some boxes at two sites and got things working. When people signed in for the second session of the meeting the next morning, it worked a little better, but after 10 minutes, the system was again unusable. They had to sign off and resume on the bridge line. "Livid" was no longer a word strong enough to describe the CEO's state of mind.
The system didn't work, but more deeply disturbing is the problem-solving approach of IT, Facilities, and the vendors, which could be called "random twiddling and part replacement" (RTAPR). It's a standard method, and it usually ends in tragedy, because it wastes time and resources, rarely provides a lasting fix, and delays (if not precludes forever any possibility of) determining root causes.
Whether it's a complex system of electronics and software (as in our example), a process design for projects in a large enterprise, or regulations governing the banking system, RTAPR rarely works. So why do people approach complex problems this way? Here are four factors that drive us down this particular blind alley.
- Periodic reinforcement
- Every once in a while, RTAPR works. The chance that it might work again seduces us into trying it, against our better judgment. Psychologists call this phenomenon periodic reinforcement.
- Extreme time pressure
- Exerting Whether it's a complex system
of electronics and software, or
regulations governing the banking
system, "Random Twiddling and
Part Replacement" rarely workspressure on repair teams limits their ability to perform problem diagnosis. The greater the pressure, the more powerful is the urge to use RTAPR.
- Limited availability of relevant expertise
- Staffing the repair team is a task that itself requires expertise, because the repair team needs expertise in all relevant fields . Unless they have the expertise they need, their only real recourse is RTAPR.
- Confidentiality or security
- Complex systems can exhibit problems in patterns we call "intermittent," though the term intermittent might not be truly applicable. Often, the problem is predictable, but we lack the knowledge needed to predict it. That's why someone with appropriate expertise must be present at the onset of the difficulty. Sometimes the people with the needed expertise lack the stature (or maybe the security clearance) necessary to be "in the room" waiting for an incident. In some cases, unless qualified system experts can be present for the incidents, identifying the conditions that precipitate the difficulty can be impossible.
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More articles on Problem Solving and Creativity:
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- Wishful Significance: II
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Here's a second group of causes of erroneous assessment of significance.
Forthcoming issues of Point Lookout
- Coming May 2: Narcissistic Behavior at Work: VII
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- And on May 9: Unethical Coordination
- When an internal department or an external source is charged with managing information about a large project, a conflict of interest can develop. That conflict presents opportunities for unethical behavior. What is the nature of that conflict, and what ethical breaches can occur? Available here and by RSS on May 9.
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