1. Christian Michor Andreas Spitaler

2. Principal A fixes that fail structure consists of a balancing loop which is intended to achieve a particular result, yet the result is foiled by an insidious reinforcing loop. These two loops interact in such a way that the desired result initially produced by the balancing loop is, after some delay, negated by the actions of the reinforcing loop.balancing loopreinforcing loop

3. Problem The internal balancing loop operates in the standard balancing loop fashion. The action that adds to the migration of the current state toward the desired state also influences, after some delay, some unexpected consequences. These unexpected consequences subsequently impede the migration of the current state in the intended direction. What makes this structure so annoying is that the time delay associated with the unexpected consequences may be such that it is most difficult to really see what's happening. The fact that it is a reinforcing loop means that its impact may initially be small and only grows to be noticed over time. You fix a problem and think things are fine, then days, weeks, or even months later the same problem is back again. And, with the hectic nature of organizations, who can remember what happened months ago.

4. Areas of Concern A fixes that fail structure is often part of a more elaborate structure in which it simply represents dealing with the symptoms rather than the underlying real problem often results in becoming dependent on the fix, thus applying it over and over. may also be part of a larger structure wherein cooperative influences are unintentionally responsible for creating problems for each other.

5. Example-Quest for water As a short term resolution to the water gap it is decided to drill wells. In the short term the additional wells increase the current water supply, thus reducing the water gap. The longer term affect is that as water is used it draws down the water table eventually decreasing the available water which results in the need to drill more deeper wells.

6. Source www.systems-thinking.org