Teams that fight wildfires have much to teach business managers about preventing complex and dynamic problems from spiraling out of control.
In May 2000, events overwhelmed a fire crew working to burn out an overgrown 300-acre area at the Bandelier National Monument in New Mexico. A tiny patch of flame, which kept flaring up every time firefighters thought they had put it out, eventually escaped and grew into the Cerro Grande wildfire, one of the most devastating in our nation’s history and the cause of $1 billion in damages to the city of Los Alamos and the adjacent Los Alamos National Laboratories. Eighteen thousand people were evacuated; and two weeks later, by the time the fire was finally stopped, some 47,000 acres had been consumed and 300 homes and laboratory buildings destroyed.1 Like most disasters, many factors contributed to Cerro Grande. But an important one was what we call “dysfunctional momentum,” which occurs when people continue to work toward an original goal without pausing to recalibrate or reexamine their processes, even in the face of cues that suggest they should change course. What happened to the firefighters in New Mexico is not unusual. Dysfunctional momentum arises daily in organizations, and sometimes with dreadful results. The members of a project that spiraled out of control look back and wonder: How did we get there? How did we miss the cues that might have signaled huge problems ahead? Or, if they did see the cues: Why didn’t we change course?
The Leading Question
How does dysfunctional momentum come about and what can managers do to prevent it?
- When engrossed in an action, we tend not to notice small problems that may grow into large ones.
- To overcome dysfunctional momentum, we have to be interrupted or create an interruption ourselves.
- Practice ‘‘situated humility.” As no one person can solve the problem alone, diverse input is essential.
Business disasters, like many wildfires, often start out small, with little problems that managers notice but don’t worry about too much.