Ten systems archetypes describe common patterns of behavior across all organizations. The SEI has undertaken an exploration of these archetypes as part of a continuing effort to identify and resolve patterns of failure in acquisition.

The systems archetypes are a set of general, recurring, systems-thinking patterns. These patterns have been found to have broad applicability across many different kinds of systems, including acquisition processes, as their descriptions reveal:

• Fixes that Fail—A quick fix that produces immediate positive results, but its unforeseen long-term consequences worsen the problem.

• Balancing Loop With Delay—The current state of a system is moved toward the desired state though repeated actions, but the delay raises doubts about their effectiveness.

• Shifting the Burden ("Addiction")—An expedient solution temporarily solves a problem, but its repeated use makes it harder to employ a more fundamental solution.

• Accidental Adversaries—Two parties destroy their relationship through escalating retaliations for perceived injuries.

• Escalation—Two parties compete for superiority, with each escalating its actions to get ahead.

• Drifting Goals—A gradual decline in performance or quality goals goes unnoticed, threatening the long-term future of the system.

• Growth and Underinvestment—Investments in a growing area aren't made, so growth stalls, which then rationalizes further underinvestment.

• Success to the Successful—When two parties compete for a limited resource, the initially more successful party receives more resources, increasing its success.

• Limits to Growth—Initially rapid growth slows because of an inherent capacity limit in the system that worsens with growth.

• Tragedy of the Commons—A shared resource is depleted as each party abuses it for individual gain, ultimately hurting all who share it.