Models

CRAFT AS A ‘-’ PERFORMANCE CATALYST ‘MODELS’ AS A CATALYST FOR NEGATIVE PERFORMANCE Models—such as business models, operating frameworks, and established processes—can act as a negative catalyst for performance when they become overly rigid or poorly suited to the situation. When individuals rely too heavily on predefined models, they may follow processes mechanically rather than thinking critically about whether the approach still fits the problem or environment. In some cases, strict adherence to models can limit creativity and adaptability. Teams may feel constrained by existing procedures, even when circumstances require a different or more flexible response. This can slow decision-making, discourage initiative, and prevent individuals from exploring better solutions. Outdated or overly complex models can also create inefficiency. If processes are difficult to navigate or no longer reflect how work actually needs to be done, individuals may spend more time managing the system than delivering meaningful outcomes. Frustration can build as people feel restricted by rules that do not add clear value. In these situations, the issue is not the existence of models themselves, but their misuse or lack of evolution. When models become rigid structures rather than helpful guides, they can hinder performance instead of supporting it. Questions to assess whether models are acting as a negative catalyst: 1. Do individuals follow processes rigidly even when the situation calls for flexibility or adaptation? 2. Are existing models or frameworks creating unnecessary complexity or slowing progress? 3. Do people feel constrained by established ways of working rather than supported by them? M O D E L S ‘ - ’ Better The Deck AS A ‘DRIVER’ FOR NEGATIVE PERFORMANCE