The Perfection Paradox

Some years ago, after an initial consultation session, a client the leader of her

organisation, shared an insight with the assurance of confidentiality knowing that the

assignment would focus on solutions.

The client expressed frustration with the burden of perfection and the need to

project a level of perfection to key stakeholders. In her view, projecting business

readiness meant avoiding discussions about challenges so that the business

looked strong and capable to both internal and external stakeholders .

In the discussion certain issues came up which ironically risked having an impact on the

organisation’s productivity and reputation while the relentless commitment to maintain the veneer of perfection was maintained. We can call this the perfection paradox.

There are some common problems beneath the surface where the ‘perfection paradox’ exists:

1. Absence of reflective time

   Reflective time can be seen as a luxury that interferes with core business, There can be a tacit rule to 'crack on' rather than make time to take stock. Meetings tend to be based on dealing with immediate activities not on reflection or analysis of new learning points.

   
   

2. Inadequate resources for planning activities

   Business plans and reviews are a low priority. The reactive nature of working

   makes business planning seem a theoretical exercise. If there is a business plan, it's often a dry document not linked to a work plan. This means activities are not always linked to strategy or measured against an overarching plan. Away days or development days do not happen so team members can’t see how their work fits in with the business plan.

   
   

3. Organisational culture based on competition rather than cooperation

   When winning and appearing successful are seen as paramount, other values such

   as learning, teamwork, and building sustainable partnerships may become secondary

   priorities. Colleagues may compete rather than collaborate and toxic behaviours and intense rivalries may be evident when looking beneath the surface.

   
   

4. Confused decision making

   Chaotic decision-making occurs as there is such a focus on the next actions and a

   one-dimensional notion of success. Short term wins may be more valued over longer term strategic decision making. People are either disempowered from making

   suggestions or are too afraid of making mistakes.

   
   

   There are always strengths in organisations that are focused on projecting perfection. The down side is that these weaknesses are sufficient to undermine the successes and the resilience the organisation may be striving to build. In these situations, the remedial actions can be prioritised depending on the immediate needs and seriousness of the threats.

   
   

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