Here\u2019s a story of how managers detected a problem, but by not understanding the cause of the problem of the type of variation the problem represented, applied the wrong type of solution which meant things were worse for everyone:<\/p>\n
\nOnce upon a time in a large financial institution that had many thousands of people in their headquarters, a handful of hourly-paid contractors got their manager to sign their time sheets for times they did not work.<\/p>\n
This was clearly a type of fraud and the police were called and the contractors went to jail.<\/p>\n
The senior managers looked for a way of making sure it would Never Happen Again. <\/p>\n
They came up with a cunning plan! Connect the time clocks in the security gates with the electronic time tracking system for all contractors (yes, even those on day rates).
<\/a><\/p>\nHave you seen examples of tampering where the wrong type of fix was applied to a problem? (such as yesterday\u2019s blog where a manager tried to change the team\u2019s process to cater for the behaviour of specific individuals<\/a>) Do you have stories of fixes that were applied to the whole system when there was a clear special cause that could have been prevented at its source (e.g. sign-offs in a deployment process)? Please share your story in the comments.<\/p>\n
Hi, I\u2019m Benjamin<\/a>. I hope that you enjoyed the post. I\u2019m a consultant and coach who helps IT teams and their managers create more effective business results. You can find out more about me<\/a> and my services<\/a>. Contact me<\/a> for a conversation about your situation and how I could help.<\/p>\n","protected":false},"excerpt":{"rendered":"