When it comes to operating in a complex environment, we all suffer from a learning disability. Look at this way—nobody learns how to fly a 747 by sitting down on the flight deck and randomly pushing buttons. Learning the intricacies of a complex system requires a great deal of training. Experience alone might just get you killed.
“Functional retardation” refers to our inability to learn from experience in a complex system—and just about every organization is a complex system. If it seems like the biggest organizations have the most difficult time learning, you might be right. Size and complexity tend to go together.
Learning requires the ability to connect events and outcomes in a way that reinforces behavior. Placing your bare hand on a hot stove, for example, provides an immediate sensation that reduces your likelihood of doing it again. Delay the feedback, however, and you might never figure out why your hand hurts.
Here are five reasons why we have such a difficult time learning from experience in a complex system. Feel free to add your own observations in the comments section.
1. Time is Not on Your Side
The first problem is that in a complex system there is inevitably a response time. In other words, there is a delay between the event and the outcome. Think of how you adjust water temperature in the shower—turning the handle doesn’t produce an immediate response. Even a short delay in the response time may leave you frantically twisting knobs in the hopes of hitting the right mark. Once this cycle starts, it’s hard to break. If the delay is more like weeks and months, the odds are that you will never connect the outcome to the event that triggered it.
2. Life is Like a Smoothie
Smoothies are great when it comes to a healthy living, but they are a bit more challenging when it comes to unraveling a complex system. Think of taking all the events and outcomes that occur in a typical business and putting them in a blender. When all the ingredients are thoroughly mixed, you can no longer tell where the bananas start and where the berries end. Likewise in a complex system, isolating specific causes and effects is a little like trying to put the banana back together again. You are inundated with effects from an assortment of causes, but how can you possibly figure out which goes with which? Our tendency is to look for a cause that’s proximal to the effect—in other words, we associate the most recent action with the most recent result. This is usually wrong.
3. Can You Hear Me Now?
Imagine trying to talk to a friend on the phone while you’re standing next to a passing freight train. Odds are the background noise will make it more difficult for you to understand what your friend is saying. Likewise in any system there is a certain level of noise that obscures the signal and makes it harder to understand what the process is saying. If noise is the dominant feature of your data, learning can never take place. In fact, you may make the mistake of treating noise as if it was the signal. This is one of the most common mistakes that occurs in process control. The result is over-control—which only makes the problem worse.
4. Good Times Come and Go, But Trouble Lingers
Many of our choices produce a combination of good and bad outcomes—and as they say, timing is everything. Short-term decisions tend to be reinforced by short-term benefits (e.g., a reduction in the monthly cost of production). The negative effects of a short-term decision may take quite a bit more time to develop (e.g., the backlash from canceling preventive maintenance activities). You can certainly save a few dollars today by postponing that oil change, but when the car finally breaks down it’s going to take a lot more than an oil change to repair the damage.
5. By the Time the Storm Hits, I’ll be Somewhere Else
Life in the business world is a little like sitting in class long enough to cover the course material, and then leaving to start another class when it’s time to take the final exam. You had a good time in the class—and might have learned a little—but the guy who takes your place is handed the test when he walks in the door. His experience of the class will be a little different since he has no time to figure out what’s going on. He walks into the storm that you created, and unless you stick around to the end, there’s little chance for you to learn from your own mistakes.
Does any of this sound familiar? I bet it does—and it helps explain why organizations tend to make the same kinds of mistakes over and over again. What else would you add to this list?
J.R. Dickens
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