Uncovering the Real Issues Behind Recurring Workplace Complaints
Why More Training Is Not Always the Solution and What You Can Do Instead
Workplace complaints are a common challenge, and many organizations respond with a familiar routine: scheduling more training, tightening policy enforcement, or introducing stricter consequences. Yet, despite these well-intentioned efforts, the same issues seem to resurface again and again. Why do these problems persist, and what can leaders do differently?
The Hidden Causes of Persistent Problems
With over a decade of experience as an Organizational Culture Advisor and Trainer for the United States Army, I have witnessed numerous prevention programs recycled year after year without resulting in meaningful behavioral change. The core issue is not a lack of knowledge; it is a lack of accurate diagnosis. Without truly understanding what is fueling the complaints, organizations risk addressing symptoms while missing the root cause.
Asking the Right Questions
Tackling recurring issues requires critical thinking. Start by asking: What decision or assumption led to this outcome? Which elements can we actually change? By focusing on these questions, leaders can identify the factual drivers behind persistent challenges, whether it is unexamined thinking, self-interested behaviors, or ineffective development initiatives.
Why Training Alone Is Not Enough
It is not that employees are failing despite training; they are often succeeding at playing a different game. If the system rewards surface-level compliance over genuine engagement, people will naturally prioritize what is rewarded. For example, in the Army’s Sexual Harassment SHARP program, employees learned to “perform” seriousness, but promotion boards often favored those who protected problematic leaders. Over time, this dynamic encourages self-preservation and discourages living up to organizational values.
Four Diagnostic Questions to Find the Real Issue
Suppose your team receives the same training standards every year, but complaints about missed reporting, favoritism, and undermining jokes continue. Before defaulting to more training, try these four diagnostic questions:
· What exactly happened, and what choice produced it?
· Which consequences were intended, and which were accidental?
· Which parts of this problem can we actually control?
· What assumption did we make that allowed this to happen?
A Quick Five-Minute Behavioral SWOT Analysis
A simple SWOT (Strengths, Weaknesses, Opportunities, Threats) analysis can help teams and individuals quickly diagnose issues:
· Strengths: Two behaviors or habits that help you act ethically and reliably. Example: Mentions facts first; follows up on commitments.
· Weaknesses: Two recurring behaviors that lead to poor choices. Example: Reacts defensively under scrutiny; avoids hard feedback.
· Opportunities: Two small actions to improve decision quality next week. Example: Pause 15 seconds before responding; open meetings with a purpose statement.
· Threats: Two pressures or social norms that push toward counterproductive behavior. Example: Fear of losing status; team norms that reward being right instead of learning.
Take Action: Small Steps Lead to Big Change
This week, challenge yourself or your team to diagnose one recurring issue. Post a sentence describing the real question you uncovered, along with one small change you will try. Even the smallest steps can drive lasting improvement.
Connect with Dr. Irby
For more insights into ethical strategies and organizational culture, connect with Dr. Irby online:
· Website: irbyethicalstrategies.com
· Email: info@irbyethicalstrategies.com
· Facebook: facebook.com/irbyethicalstrategies
· Instagram: instagram.com/irby_ethical_strategies
· LinkedIn: linkedin.com/company/108430216/admin/dashboard
· YouTube: http://www.youtube.com/@IrbyEthicalStrategies
