Concept

Blocking Pattern

A recurring interplay of symptom, tension axis and mechanism that blocks a decision. The book describes twelve of them.

A blocking pattern is a recurring constellation in which an organization does not make a decision it needs. It has four parts: a symptom, usually a typical sentence such as “We need to align with the top first”, a tension axis between two or more fields of the Transformation Discovery Compass, a mechanism that keeps the blockage in place, and an outstanding decision.

In the book

The book Die eine Entscheidung (The One Decision) describes twelve blocking patterns, from leadership vacuum to change inertia. Each pattern names its symptom, tension axis, mechanism, outstanding decision and the obvious pseudo-solution. The outstanding decision of a pattern is a typical candidate for the one decision. Which one it really is in an organization only becomes clear by working with the Compass.

An indication, not a finding

A sentence on its own is an indication. A pattern only holds when the mechanism applies and the distinction from similar patterns holds. Patterns overlap, usually one dominates. All twelve at a glance: Recognizing transformation patterns.

Go Deeper

Related Concepts

Tension Axis
The line between two fields of the Compass on which a pattern becomes visible. It shows where to look, not yet the lever.
Mechanism
What keeps a blockage in place, for example: new business is measured against the core business. The one decision changes it.
Transformation Discovery Compass
An instrument with six perspectives on the same situation. Helps find the mechanism behind a blockage and the decision that changes it.
Canvas
The working surface of the Compass: the WHY in the centre, the five other fields around it. Available as an A3 template.
The One Decision
The binding commitment that now opens the most room for the next decisions, made despite uncertainty, with a review date.

Insights

12 Muster, die Transformation blockieren, und wie man sie erkennt
Transformationen scheitern selten an fehlender Strategie. Sie scheitern an wiederkehrenden organisationalen Mustern, die unsichtbar wirken.
Das Führungsvakuum: Wenn Kontrolle Teams ausbremst
Teams könnten eigenständig Wirkung erzielen, aber Führungsstrukturen halten sie zurück. Die Dynamik dahinter.

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