This example of an Addiction structure serves to point out how the apparent right answer can be doubly incorrect.
We begin with an organization that is facing declining
sales. This decline is very apparent and warrants immediate
action. As a solution the organization implements a rebate
program to boost sales, which it in fact does increase
sales. When declining sales have been stemmed
the rebate program is terminated and it is considered
that there is no action warranted in the area of product
enhancement.
After some period of time the declining sales
problem reappears. Now, since a rebate program
solved the problems last time, it is jumped on as the obvious
answer. Because the rebate program worked last
time it is figured that it will work this time, so there is still
no need to consider product enhancement.
As it turns out the organization is developing a dependency
on rebates as the standard answer to a declining
sales situation. Yet, each time it takes a little bit
more of a rebate and it has to be in effect a little longer to
stem declining sales. The situation will eventually
reach a point where a rebate program will no
longer resolve the situation. At that time it may be too late
to approach the situation from a product enhancement
perspective.