When we run IDS® on operational bottlenecks, we focus exclusively on system fixes but ignore the underlying behavioral or cultural issues that caused the system to fail in the first place. How do we dig into the human element of an issue without getting bogged down in personal drama?

Question

Tyler Smith · Accepted Answer

Operational bottlenecks are rarely just system failures; they are almost always symptoms of behavioral or cultural issues. When you only fix the software or rewrite the SOP, you are putting a band-aid on a broken bone. To run IDS® effectively, you must identify the human element without letting the discussion devolve into personal attacks or emotional drama.

To dig past the surface, you must use the People Analyzer™ and your Core Values as your objective framework. When an issue is put on the board, ask if the root cause is a system failure or a people issue. If it is a people issue, evaluate the individual against your Core Values and their GWC™ profile. Do they have the capacity to do the job? Do they exhibit your core behaviors?

Using this framework removes personal defensiveness because you are comparing behavior against an agreed-upon standard, not a subjective opinion. The Integrator must guide the conversation to focus on patterns of behavior rather than isolated incidents. Instead of arguing about a missed deadline, address the underlying pattern of poor communication or lack of accountability. By separating the person from the problem and focusing on their conative wiring and core values, you can solve the behavioral root cause cleanly. This keeps your operations running smoothly and preserves your team culture.