Tara knocked twice on Lance's doorjamb. "Got a minute?" she asked. Lance continued staring intently at his screen, typed a few more characters, clicked once, and looked up.
"Sure. What's up?"
"I was wondering when you'll have those slides ready," she said.
Lance rubbed his eyes. He was clearly tired. "Let's see, finish entering the data into APOLLO. That should take the rest of the afternoon, so maybe by 10. PM. Assuming that APOLLO behaves."
"Hmmm," Tara began. "What if we skip APOLLO?"
Tara and Lance might miss their deadline if they follow procedures and make the entries into APOLLO, a hard-to-use database deployed by a long since departed but powerful VP. They're considering bypassing it because nobody has ever figured out how to use its data. Still, they keep entering it.
The forces that keep
systems in place
can differ from the
forces that created
those systemsSimilar things can happen with other kinds of software, and with procedures, too. They're useless, but they remain in place. What's going on?
Sometimes, when a system's advocate leaves, the advocate's constituency reconfigures. The power that put the system in place no longer exists, but the system lives on. This mechanism is called a "strange loop." Strange loops are common in complex systems such as human organizations, where they often make change very difficult. Here's why.
When we try to change, we sometimes ask, "How did we get here?" We're hoping that if we understand the path we took to the current configuration, then we can better devise adjustments. Sadly, although this sometimes works, the forces that keep a structure in place are often very different from those that installed it. They can be completely unrelated, and proceeding on the basis of the arrival story can be very misleading.
For instance, when a boneheaded process is installed, at first there can be so much resistance that the power of the advocate is the only explanation for the organization's accepting it. But once performance assessments become tied to competence with the system, the system is there to stay. That's just one of many reasons why boneheaded systems live on. Here are a few more:
- We can't afford the system that would replace it.
- We can't afford to dismantle it.
- We're in such disarray because of the advocate's departure that we can't decide much of anything.
- We can't acknowledge that we made such a crazy error.
- Nobody wants to open that can of worms again — everyone is too burned out.
To eliminate vestigial systems, understand not what created them, but what supports them. If they really are so useless, ask: Why are we so locked in? What's keeping the system going? How can we break the strange loop? Top Next Issue
Strange Loops are discussed at length in Douglas Hofstadter's Gödel, Escher, Bach: An Eternal Golden Braid. New York: Basic Books, 1999. Order from Amazon.com.
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!
Your comments are welcomeWould you like to see your comments posted here? rbrenpVSEdWRKTVjSQzKhner@ChacjDPPFVgMuoaUdPyqoCanyon.comSend me your comments by email, or by Web form.
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.
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.
More articles on Organizational Change:
- Outsourcing Each Other's Kids
- Outsourcing is now so widespread that it has achieved status as a full-fledged management fad. But many
outsourcing decisions lack the justification that a full financial model provides. Here are some of
the factors that such a model should include.
- The Ties that Bind
- Changing anything in an organization reveals how it's connected to its people, to its processes, to
its facilities, and to the overall context. Usually, these connections reach out much further into the
organization than we imagine.
- Piling Change Upon Change: Management Credibility
- When leaders want to change organizational directions, processes, or structures, some questions arise:
How much change is too much change? Here's a look at one constraint: the risk to management credibility.
- When Fear Takes Hold
- Leading an organization through a rough patch, we sometimes devise solutions that are elegant, but counterintuitive
or difficult to explain. Even when they would almost certainly work, a simpler fix might be more effective.
- The True Costs of Cost-Cutting
- The metaphor "trimming the fat" rests on the belief that some parts of the organization are
expendable, and we can remove them with little impact on the remainder. Ah, if only things actually
worked that way...
See also Organizational Change for more related articles.
Forthcoming issues of Point Lookout
- Coming July 25: Exploiting Functional Fixedness: II
- A cognitive bias called functional fixedness causes difficulty in recognizing new uses for familiar things. It also makes for difficulty in recognizing devious uses of everyday behaviors. Here's Part II of a catalog of deviousness based on functional fixedness. Available here and by RSS on July 25.
- And on August 1: Strategies of Verbal Abusers
- Verbal abuse at work has special properties, because it takes place in an environment in which verbal abuse is supposedly proscribed. Yet verbal abuse does happen at work. Here are three strategies abusers rely on to avoid disciplinary action. Available here and by RSS on August 1.
I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrenrsxGHTPGWKyHRbTxner@ChacnsbuDJMEpqfruLTooCanyon.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, USD 11.95)
- Get 2003-4 in Why Dogs Wag (PDF, USD 11.95)
- Get 2005-6 in Loopy Things We Do (PDF, USD 11.95)
- Get 2007-8 in Things We Believe That Maybe Aren't So True (PDF, USD 11.95)
- Get 2009-10 in The Questions Not Asked (PDF, USD 11.95)
- Get all of the first twelve years (2001-2012) in The Collected Issues of Point Lookout (PDF, USD 28.99)
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 words in your inbox in one hour. License any article from this Web site. More info
- The Power Affect: How We Express Our Personal Power
- Many people who possess real organizational power have a characteristic demeanor. It's the way they project their presence. I call this the power affect. Some people — call them power pretenders — adopt the power affect well before they attain significant organizational power. Unfortunately for their colleagues, and for their organizations, power pretenders can attain organizational power out of proportion to their merit or abilities. Understanding the power affect is therefore important for anyone who aims to attain power, or anyone who works with power pretenders. Read more about this program.
- Your stuff is brilliant! Thank you!
- You and Scott Adams both secretly work here, right?
- I really enjoy my weekly newsletters. I appreciate the quick read.
- A sort of Dr. Phil for Management!
- …extremely accurate, inspiring and applicable to day-to-day … invaluable.