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.

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:

The Solving Lamp Is Lit

We waste a lot of time finding solutions before we understand the problem. And sometimes, we start solving before everyone is even aware of the problem. Here's how to prevent premature solution.

Clueless on the Concept

When a team member seems not to understand something basic and important, setting him or her straight risks embarrassment and humiliation. It's even worse when the person attempting the "straightening" is wrong, too. How can we deal with people we believe are clueless on the concept?

Is the Question "How?" or "Whether?"

In group decision making, tension sometimes develops between those who favor commitment to the opportunity at hand, and those who repeatedly ask, "If we do that, how will we do it?" Why does this happen?

Some Risks of Short-Term Fixes

When we encounter a problem at work, we must choose between short-term fixes (also known as workarounds) and long-term solutions. Often we choose workarounds without appreciating the risks we're accepting — until too late.

Resolving Ambiguity

Ambiguity is anathema to success in collaborations. It causes errors and rework, extending time-to-market. When we interpret information, we often choose the first interpretation we find, never recognizing that others are possible. That leads to failure.

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

Forthcoming issues of Point Lookout

Coming March 29: Time Slot Recycling: The Risks

When we can't begin a meeting because some people haven't arrived, we sometimes cancel the meeting and hold a different one, with the people who are in attendance. It might seem like a good way to avoid wasting time, but there are risks. Available here and by RSS on March 29.

And on April 5: The Fallacy of Division

Errors of reasoning are pervasive in everyday thought in most organizations. One of the more common errors is called the Fallacy of Division, in which we assume that attributes of a class apply to all members of that class. It leads to ridiculous results. Available here and by RSS on April 5.

Coaching services

I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrenZLkFdSHmlHvCaSsuner@ChacbnsTPttsdDaRAswloCanyon.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