
Prototypes of President Trump's "border wall." Photo by Mani Albrecht, U.S. Customs and Border Protection Office of Public Affairs, Visual Communications Division.
As I've noted in an earlier edition, statisticians identified Type I and Type II errors about 70 years ago. Briefly, a Type I error is a false positive and a Type II error is a false negative. The concept of Type III errors is a generalization of these first two. The approach I favor is that of Raiffa [Raiffa 1968], who identified Type III errors as those errors in which one solves the wrong problem correctly. So, for example, building walls and fences to stop the flow into Nation A of refugees fleeing the violence of drug cartels in Nation B is a Type III error, because the problem isn't the flow of refugees into Nation A; rather, the problem is the violence of drug cartels in Nation B.
Gratuitous complexity in the design of technological products or technological infrastructure can also be a Type III error. By gratuitous I mean unwarranted by the application, or lacking justification in terms of the needs of those who use the asset. That is, a gratuitously complex system is one that could be replaced by a simpler design that would meet all present or near-term needs of stakeholders.
What makes gratuitous complexity a Type III error is that it doesn't usually arise by accident. That is, engineers and designers don't run around dreaming up complex designs because they couldn't think of how to meet the need more simply. While it's true that achieving elegant simplicity does require significant and intentional effort, there is a wide gap between elegant simplicity and gratuitous complexity. When a gratuitously complex system is proposed as a solution, something more than failure to achieve elegance is afoot. It's possible — even likely — that the proposed design is intended to solve problems other than the stated system requirements. Below is a little catalog of the problems gratuitous complexity might be intended to solve.
- Boredom
- People do get People do get bored from time to
time, especially when the work
they do seems repetitive and datedbored from time to time, especially when the work they do seems repetitive and dated. To make things more interesting, engineers might redefine the problem they're solving in such a way that a more complex solution is required. From the perspective of the engineers, gratuitous complexity is solving the boredom problem, not the user's problem. - Political advantage
- One can gain political advantage by becoming one of the few people who can deal with the complexity of the system under construction. But that works only if the system complexity crosses a threshold that's high enough. Gratuitous complexity can be the solution to political weakness.
- Inability to shape strategy
- Some technologists might have argued for a shift in organizational strategy, but failed to persuade decision makers to adopt it. By creating systems that meet the needs of the strategy they advocate, they can reduce the resources required to adopt the rejected strategy, which can make a future adoption decision more attractive. The engineer or designer is thus using gratuitous complexity to solve the problem of inadequate influence on organizational strategy.
- Learning and practice
- Some technologists use their task assignments to meet personal learning and practice objectives. To accomplish this, they must sometimes add complexity to what they construct to meet their personal needs, rather than the needs of the asset's stakeholders. Their work then demonstrates their grasp of current technology trends. If this mechanism occurs with significant frequency, it's possible that the employer's objectives are outdated, and this phenomenon could be interpreted as a warning to the employer.
If previous efforts, possibly involving different sets of assets, also included gratuitous complexity, the value of those efforts might be enhanced if the current effort exploits the gratuitous complexity of the past efforts. Eventually, the entire asset suite might be converted in this way. This phenomenon is among the more difficult to detect, because it seems to be confirmation of the wisdom of past design decisions. Although that might make sense technologically, it's a wasteful investment unless the organization intends to move in the direction those assets support. Top
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Related articles
More articles on Workplace Politics:
The "What-a-Great-Idea!" Trap
- You just made a great suggestion at a meeting, and ended up with responsibility for implementing it.
Not at all what you had in mind, but it's a trap you've fallen into before. How can you share your ideas
without risk of getting even more work to do?
Devious Political Tactics: Cutouts
- Cutouts are people or procedures that enable political operators to communicate in safety. Using cutouts,
operators can manipulate their environments while limiting their personal risk. How can you detect cutouts?
And what can you do about them?
Stalking the Elephant in the Room: II
- When everyone is thinking something that no one dares discuss, we say that there is "an elephant
in the room." Free-ranging elephants are expensive and dangerous to both the organization and its
people. Here's Part II of a catalog of indicators that elephants are about.
I Don't Understand: II
- Unclear, incomplete, or ambiguous statements are problematic, in part, because we need to seek clarification.
How can we do that without seeming to be hostile, threatening, or disrespectful?
Appearance Anti-patterns: I
- Appearances can be deceiving. Just as we can misinterpret the actions and motivations of others, others
can misinterpret our own actions and motivations. But we can take steps to limit these effects.
See also Workplace Politics and Devious Political Tactics for more related articles.
Forthcoming issues of Point Lookout
Coming June 7: Toxic Disrupters: Tactics
- Some people tend to disrupt meetings. Their motives vary, but they use techniques drawn from a limited collection. Examples: they violate norms, demand attention, mess with the agenda, and sow distrust. Response begins with recognizing their tactics. Available here and by RSS on June 7.
And on June 14: Pseudo-Collaborations
- Most workplace collaborations produce results of value. But some collaborations — pseudo-collaborations — are inherently incapable of producing value, due to performance management systems, or lack of authority, or lack of access to information. Available here and by RSS on June 14.
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