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Fixes that Fail Archetype

4 min readStatus:Seedling

Fixes that Fail Archetype

Core Idea

Fixes that Fail is a system archetype where a quick fix initially solves a problem symptom, but unintended consequences eventually worsen the original problem, often prompting even more of the same ineffective solution.

What the Pattern Is

Fixes that Fail describes a recurring organizational trap: a problem symptom appears, prompting a solution that works effectively in the short term. The symptom improves, validating the fix. However, after a delay, unintended consequences emerge that make the original problem worse - sometimes much worse. This creates pressure to apply even more of the same “proven” fix, deepening the cycle.

The pattern has a distinctive structure:

  • Initial balancing loop: Fix applied to reduce problem symptom
  • Short-term success: Fix works, symptom improves
  • Hidden delay: Time lag obscures the connection between fix and consequences
  • Reinforcing feedback: Unintended consequences worsen the original problem
  • Escalating spiral: More pressure to apply the same fix that’s actually causing the problem

Why It Matters

Fixes that Fail explains why organizations get trapped in cycles of failed solutions. It reveals why “proven” interventions stop working and why problems seem to worsen despite repeated efforts. The archetype shows that the solution itself becomes the problem - what worked yesterday creates tomorrow’s crisis.

This pattern is particularly insidious because:

  • The delay between fix and consequences prevents learning
  • Short-term success creates confidence in the fix
  • When the problem returns, it seems like “we need more of what worked before”
  • The true cause-effect relationship remains invisible without systems thinking

Common Examples

Organizations encounter this archetype repeatedly:

  • Cost-cutting: Reducing headcount and budgets improves short-term financials but degrades quality, leading to lost customers and even more severe cost pressure
  • Sales promotions: Aggressive discounting boosts immediate sales but trains customers to wait for deals, destroying regular pricing power
  • Deadline pressure: Forcing overtime to meet schedules works initially but causes burnout, quality problems, and rework - creating worse delays later
  • Technical debt: Quick-and-dirty code solutions speed current delivery but accumulate maintenance burden that slows all future development
  • Reorganizations: Restructuring to improve efficiency disrupts relationships and processes, reducing the very efficiency being sought

Leverage Points

Breaking free from Fixes that Fail requires discipline and systems awareness:

  • DON’T apply more of the same when the problem returns - this is a signal the fix itself is failing
  • DO identify and address root causes, not just symptoms
  • Map potential unintended consequences before implementing solutions
  • Look for patterns of repeated fixes - if you’ve solved this problem before, it may be a fix that fails
  • Be patient with fundamental solutions that address causes rather than symptoms - they take longer but don’t backfire
  • Test solutions on small scale first to detect unintended consequences early
  • Monitor for warning signs: problem recurrence despite fixes, increasing frequency of interventions, or escalating problem severity

Warning Signs

Recognize Fixes that Fail by these indicators:

  • The problem keeps recurring despite multiple “fixes”
  • You need to apply the fix more frequently over time
  • The problem seems to get worse, not better
  • The organization has a history with this “reliable solution”
  • There’s always a good reason why “this time will be different”

Sources

  • Senge, Peter M. (1990). The Fifth Discipline: The Art & Practice of The Learning Organization. Doubleday/Currency. ISBN: 978-0-385-26094-7.

Note

This content was drafted with assistance from AI tools for research, organization, and initial content generation. All final content has been reviewed, fact-checked, and edited by the author to ensure accuracy and alignment with the author’s intentions and perspective.

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