Framework for Addressing Why in Messes and Problems

Table of Contents:

Addressing the why perspective requires that we complete the following steps for an identified problem:

  • 1. Examine our FCM and its stakeholder objective relationships. Pay specific attention to the motivation/feedback cycles exhibited by each stakeholder’s objective(s).
  • 2. If necessary, modify the FCM by adding additional concepts and/or connections as appropriate to ensure feedback is provided for stakeholder objectives.
  • 3. If these connections do not exist in the real system but they should, make note of them as changes to propose during the Act stage.

The following section demonstrates each step on our real estate problem.

Example Problem

We return to our real estate example pictured in Fig. 8.7.

Real estate example FCM

Fig. 8.7 Real estate example FCM

Motivation/Feedback Analysis

If we are interested primarily in long-term and short-term company success (abbreviated company success), then we can make a few observations regarding its feedback loops:

  • • Stories that sell and company success are involved in a virtuous circle (assuming we believe that less media is a positive). As company success goes up, stories that sell go down. As stories that sell go down, the company success goes up, and so on. Motivationally, this causes the media (whose objective is maximizing stories that sell) to become less interested in the story. As the developer, this is a positive for us.
  • • The only other direct feedback loop exists between company success and property values. As company success goes up, property values go up. As property values goes up, company success goes up, and so on. This is another virtuous circle. If property owners see their property values go up as a result of the development, they will be supportive and maintain interest in the project.
  • • No direct feedback loops exist between company success and minimal disruption, compliance with regulations, and reelection. However, each provides feedback indirectly:
  • - An increase in company success causes an increase in reelection, which causes minimal disruption to increase. This in turn causes a rise in company success.
  • - An increase in company success also causes a decrease in stories that sell, which causes a decrease in compliance with regulations. This does not make sense. So, we have found an inconsistency. The FCM can be modified by removing this connection. Under the revised scenario, an increase in company success causes an increase in property values, which causes an increase in compliance with regulations. This in turn causes an increase in company

success.

Updated FCM with feedback analysis incorporated

Fig. 8.8 Updated FCM with feedback analysis incorporated

FCM Update

Our feedback analysis in the previous subsection indicates the need to remove the causal link from stories that sell to compliance with regulations. This change is reflected in Fig. 8.8.

Proposed Changes During Act Stage

No proposed changes to the FCM are required during the Act stage; however, if we feel it is necessary, we could investigate the creation of a direct feedback loop between company success and minimal disruption, compliance with regulations, and reelection. In terms of feedback, this would expedite communication between the relevant stakeholders. However, it may also unnecessarily complicate the interactions between these entities.
 
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