When Fixing It Doesn't Fix It: I

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. [Brenner 2015]. 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.

Now that we understand some reasons why repair teams resort to RTAPR, we're ready to look at an alternative method. Next time.  Next in this series  Top    Next Issue

Are your projects always (or almost always) late and over budget? Are your project teams plagued by turnover, burnout, and high defect rates? Turn your culture around. Read 52 Tips for Leaders of Project-Oriented Organizations, filled with tips and techniques for organizational leaders. Order Now!

Footnotes

Your comments are welcome

About Point Lookout

Thank you for reading this article. I hope you enjoyed it and found it useful, and that you'll consider recommending it to a friend.

This article in its entirety was written by a human being. No machine intelligence was involved in any way.

Point Lookout is a free weekly email newsletter. Browse the archive of past issues. Subscribe for free.

Support Point Lookout by joining the Friends of Point Lookout, as an individual or as an organization.

Do you face a complex interpersonal situation? Send it in, anonymously if you like, and I'll give you my two cents.

Related articles

More articles on Problem Solving and Creativity:

Finger Puzzles and "Common Sense"

Working on complex projects, we often face a choice between "just do it" and "wait, let's think this through first." Choosing to just do it can seem to be the shortest path to the goal, but it rarely is. It's an example of a Finger Puzzle.

New Ideas: Experimentation

In collaborative problem solving, teams sometimes perform experiments to help choose a solution. These experiments sometimes lead to trouble. What are the troubles and how can we avoid them?

Rationalizing Creativity at Work: II

Creative thinking at work can be nurtured or encouraged, but not forced or compelled. Leaders who try to compel creativity because of very real financial and schedule pressures rarely get the results they seek. Here are examples of tactics people use in mostly-futile attempts to compel creativity.

Newtonian Blind Alleys: II

Some of our decisions don't turn out well. The nature of our errors does vary, but a common class of errors is due to applying concepts from physics originated by Isaac Newton. One of these is the concept of spectrum.

Comply, Resist, or Exploit?

When we encounter obstacles, we have choices about how we deal with them. Generally, we can comply, we can resist, or sometimes, we can find ways to use the obstacles — to exploit them — to advance to our objectives. The pandemic provides two examples.

See also Problem Solving and Creativity and Critical Thinking at Work for more related articles.

Forthcoming issues of Point Lookout

Coming May 1: Antipatterns for Time-Constrained Communication: 2

Recognizing just a few patterns that can lead to miscommunication can reduce the incidence of miscommunications. Here's Part 2 of a collection of antipatterns that arise in communication under time pressure, emphasizing those that depend on content. Available here and by RSS on May 1.

And on May 8: Antipatterns for Time-Constrained Communication: 3

Recognizing just a few patterns that can lead to miscommunication can reduce the incidence of problems. Here is Part 3 of a collection of antipatterns that arise in technical communication under time pressure, emphasizing past experiences of participants. Available here and by RSS on May 8.

Coaching services

I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrendPtoGuFOkTSMQOzxner@ChacEgGqaylUnkmwIkkwoCanyon.com or (650) 787-6475, or toll-free in the continental US at (866) 378-5470.

Get the ebook!

Past issues of Point Lookout are available in six ebooks:

• Get 2001-2 in Geese Don't Land on Twigs (PDF, )
• Get 2003-4 in Why Dogs Wag (PDF, )
• Get 2005-6 in Loopy Things We Do (PDF, )
• Get 2007-8 in Things We Believe That Maybe Aren't So True (PDF, )
• Get 2009-10 in The Questions Not Asked (PDF, )
• Get all of the first twelve years (2001-2012) in The Collected Issues of Point Lookout (PDF, )

Are you a writer, editor or publisher on deadline? Are you looking for an article that will get people talking and get compliments flying your way? You can have 500-1000 words in your inbox in one hour. License any article from this Web site. More info