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The Danger of Quick Fixes September 17, 2014

Posted by Tim Rodgers in Management & leadership, Process engineering, Quality.
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I think it’s fair to say that most people make better decisions when they have more time. With more time we can collect more data, consult with people who have more experience, and weigh the alternatives before choosing a course of action. In the specific case of problem solving, we can propose alternate root causes and perform experiments to verify the cause before implementing a solution. This kind of disciplined approach helps ensure that the problem doesn’t reoccur.

The thing is that in business we rarely have enough time, or all the time we wish we had. All of us make daily, small decisions about how to spend our time and resources based on external priorities and internal heuristics. Some of us have jobs in rapidly-changing or unstable environments, with periodic crises that need management attention. Unresolved situations create ambiguity in the organization, and ultimately these situations cost money, and this cost creates pressure to do something quickly. There’s an emotional and perception component as well: it “looks better” when we’re doing “something” instead of sitting and thinking about it. After all, “you can always fix it later.”

Of course “fixing it later” comes at its own cost, but that’s often underestimated and under appreciated. It’s tempting to implement a quick fix while continuing to investigate the problem. It takes the pressure off by addressing the organization’s need for action, which is both good and bad. The danger is that the quick fix becomes the de facto solution when the urgency is removed and we become distracted by another problem. The quick fix can also bias subsequent root cause analysis, especially if it appears to be effective in the short term.

Please note that I’m not suggesting that every decision or problem solving effort requires more time and more inputs. I’m not advocating “analysis paralysis.” We’re often faced with situations where we have to work with incomplete and sometimes even inaccurate data that may not even accurately represent the true problem. Sometimes a quick fix is exactly what’s needed: a tourniquet to stop the bleeding. However, corrective action is not the same as preventive action. If we want better decisions and better long-term outcomes, let’s not forget that a quick fix is a temporary measure.

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