A system does what it is incentivised to do

“It is difficult to get a man to understand something, when his salary depends on his not understanding it.” ― Upton Sinclair

Sometimes we take a look at something (usually an organisation) and wonder where the daft behaviour, that it so brilliantly and constantly demonstrates, comes from.

It's in these moments of logical confusion that we casually remind ourselves of the fact that 'systems produce the behaviour for which they are designed'.

In other words, a system that is producing results that are not wanted...does so by design.

If team members seem incapable of actioning a new strategy - that's because the system within which they operate does not allow for it and produces behaviour that is fearful of change.

If people seem despondent at work - they're not to blame...it's the design of the system that is making them feel disempowered and unseen.

Often the design flaw of the system is not clearly apparent, in many cases the cause of the mess are the unchallenged tacit rules that govern the culture.

You get the point, right?

So, rather than blaming the actors in the system for misaligned behaviour, understand who or what the unwanted behaviour is serving (it'll always serve something) and weaken the relationship with that thing (if you can).

Otherwise...as we have done before...just call it a lost cause and walk away. Life is just too short to waste your time with people who are too fearful to change.

Upton Sinclair nailed it with the quote above.

Understand what or who is disincentivising change and redesign the system.