Point Lookout: a free weekly publication of Chaco Canyon Consulting
Volume 16, Issue 2;   January 13, 2016: When Fixing It Doesn't Fix It: II

When Fixing It Doesn't Fix It: II

by

When complex systems misbehave, repairs can require deep thought, inspiration, and careful reasoning. Here are guidelines for a systematic approach to repairing complex systems.
A curious baby

A curious baby. According to Prof. Laura E. Schulz, associate professor of cognitive science in the Brain and Cognitive Sciences department at MIT, babies' approach to learning about the world has much in common with the scientific method. In some sense, we would do better at debugging complex systems if we took a more childlike approach. Photo (cc) Creative Commons Attribution 2.0 by Kenny Louie courtesy Wikimedia.

To repair complex systems, many resort to "random twiddling and part replacement" (RTAPR) when they're under time and resource constraints. Sadly, RTAPR doesn't work very well. For example, consider a system that has six commercial off-the-shelf components. Let's suppose that it isn't working right. We decide to replace Module 2, which produces no change — the system continues to misbehave. Some might conclude that this proves that Module 2 is OK, but that conclusion might be mistaken. Suppose that the problem lies in the firmware of Module 2, which controls how it operates on the data it receives from Module 1. Since both of our Module 2 boxes contained the same firmware, the system behavior didn't change when we made the swap. A conclusion that Module 2 was not involved in the fault would therefore be incorrect.

A more careful approach can work better than RTAPR. Here are some guidelines that form the basis of what is usually called the scientific method.

Perform no random experiments
Random experiments, especially those involving system configuration changes, are unlikely to produce new knowledge. The more complicated the system, the less productive are random experiments.
Keep excellent records
Record the Random experiments, especially if
they involve system configuration
changes, are unlikely to
produce new knowledge
details of all experiments and results. Typically, you won't refer to these notes until you're completely stumped, but that happens with alarming frequency for complex systems. So write the notes so as to make them clear in that kind of desperate situation.
Try to replicate unwanted behavior
(a) If the unwanted behavior is reliably repeatable, observe the results of making a minimal change to the system. Any change in behavior can be revealing. (b) If the unwanted behavior isn't repeatable, try to find a system configuration that makes it repeatable, and then go to (a). In all such experiments, controlling the system's containing environment is essential.
Base all attempts on hypotheses
Because the input configuration for a complicated system is also complicated, proving that complicated systems work for all required inputs is difficult. Hypotheses about why the system isn't working are equally difficult to prove. Hypotheses can more readily be disproven than proven.
Therefore, have a testable hypothesis in mind whenever you change the system configuration. Testable hypotheses are of this form (for example): "The fault might be A. If experiment B produces behavior C, then the fault cannot be A." Repeating this process gradually eliminates possibilities until only the truth remains.
Fail forward
Devise hypotheses and experiments that cause your investigation to "fail forward." That is, favor experiments that produce useful knowledge whatever the outcome of the experiment. If you make a change and the system starts working, that should help explain what was wrong. And if that same change causes some other result, that, too, should be enlightening information.

Adhering to these guidelines can be difficult, especially under pressure. If deviation is required, make note of it, and note how deviations affect your conclusions.  When Fixing It Doesn't Fix It: I First issue in this series  Go to top Top  Next issue: Virtual Clutter: I  Next Issue

52 Tips for Leaders of Project-Oriented OrganizationsAre your projects always (or almost always) late and over budget? Are your project teams plagued by turnover, burnout, and high defect rates? Turn your culture around. Read 52 Tips for Leaders of Project-Oriented Organizations, filled with tips and techniques for organizational leaders. Order Now!

Your comments are welcome

Would you like to see your comments posted here? rbrenyrWpTxHuyCrjZbUpner@ChacnoFNuSyWlVzCaGfooCanyon.comSend me your comments by email, or by Web form.

About Point Lookout

This article in its entirety was written by a 
          human being. No machine intelligence was involved in any way.Thank you for reading this article. I hope you enjoyed it and found it useful, and that you'll consider recommending it to a friend.

This article in its entirety was written by a human being. No machine intelligence was involved in any way.

Point Lookout is a free weekly email newsletter. Browse the archive of past issues. Subscribe for free.

Support Point Lookout by joining the Friends of Point Lookout, as an individual or as an organization.

Do you face a complex interpersonal situation? Send it in, anonymously if you like, and I'll give you my two cents.

Related articles

More articles on Problem Solving and Creativity:

A rocking chairPoverty of Choice by Choice
Sometimes our own desire not to have choices prevents us from finding creative solutions. Life can be simpler (if less rich) when we have no choices to make. Why do we accept the same tired solutions, and how can we tell when we're doing it?
Agreeing to a dealObstacles to Compromise
Compromise is the art of devising an approach acceptable to all parties. A talent for compromise is rare. What makes finding compromises so difficult?
Roger Boisjoly of Morton Thiokol, who tried to halt the launch of Challenger in 1986How to Foresee the Foreseeable: Focus on the Question
When group decisions go awry, we sometimes feel that the failure could have been foreseen. Often, the cause of the failure was foreseen, but because the seer was a dissenter within the group, the issue was set aside. Improving how groups deal with dissent can enhance decision quality.
A dead Manchurian AshWorkplace Politics and Type III Errors
Most job descriptions contain few references to political effectiveness, beyond the fairly standard collaborate-to-achieve-results kinds of requirements. But because true achievement often requires political sophistication, understanding the political content of our jobs is important.
Aedes aegypti mosquito in Dar es Salaam, TanzaniaDepth First or Breadth First?
When investigating candidate solutions to a problem, we tend to focus first on what we believe is the "best bet." But a more systematic approach can sometimes yield dramatic advantages by reducing the cost of the investigation and the time it requires.

See also Problem Solving and Creativity and Problem Solving and Creativity for more related articles.

Forthcoming issues of Point Lookout

A game of Jenga underwayComing September 4: Beating the Layoffs: I
If you work in an organization likely to conduct layoffs soon, keep in mind that exiting voluntarily before the layoffs can carry significant advantages. Here are some that relate to self-esteem, financial anxiety, and future employment. Available here and by RSS on September 4.
A child at a fork in a pathAnd on September 11: Beating the Layoffs: II
If you work in an organization likely to conduct layoffs soon, keep in mind that exiting voluntarily can carry advantages. Here are some advantages that relate to collegial relationships, future interviews, health, and severance packages. Available here and by RSS on September 11.

Coaching services

I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrenyrWpTxHuyCrjZbUpner@ChacnoFNuSyWlVzCaGfooCanyon.com or (650) 787-6475, or toll-free in the continental US at (866) 378-5470.

Get the ebook!

Past issues of Point Lookout are available in six ebooks:

Reprinting this article

Are you a writer, editor or publisher on deadline? Are you looking for an article that will get people talking and get compliments flying your way? You can have 500-1000 words in your inbox in one hour. License any article from this Web site. More info

Follow Rick

Send email or subscribe to one of my newsletters Follow me at LinkedIn Follow me at X, or share a post Subscribe to RSS feeds Subscribe to RSS feeds
The message of Point Lookout is unique. Help get the message out. Please donate to help keep Point Lookout available for free to everyone.
Technical Debt for Policymakers BlogMy blog, Technical Debt for Policymakers, offers resources, insights, and conversations of interest to policymakers who are concerned with managing technical debt within their organizations. Get the millstone of technical debt off the neck of your organization!
Go For It: Sometimes It's Easier If You RunBad boss, long commute, troubling ethical questions, hateful colleague? Learn what we can do when we love the work but not the job.
303 Tips for Virtual and Global TeamsLearn how to make your virtual global team sing.
101 Tips for Managing ChangeAre you managing a change effort that faces rampant cynicism, passive non-cooperation, or maybe even outright revolt?
101 Tips for Effective MeetingsLearn how to make meetings more productive — and more rare.
Exchange your "personal trade secrets" — the tips, tricks and techniques that make you an ace — with other aces, anonymously. Visit the Library of Personal Trade Secrets.
If your teams don't yet consistently achieve state-of-the-art teamwork, check out this catalog. Help is just a few clicks/taps away!
Ebooks, booklets and tip books on project management, conflict, writing email, effective meetings and more.