Organisational anti-patterns are recurring issues that hinder the productivity and morale of a team. These include ‘Bikeshedding’, the tendency to spend excessive time on trivial matters while neglecting critical issues. ‘Bus factor’ is another anti-pattern, where a project’s success hinges on a single individual. This puts the project at risk if that person leaves or becomes unavailable.

‘Not Invented Here Syndrome’ is a bias towards internally developed solutions, even when external solutions are superior. This can lead to wasted resources and missed opportunities. Conversely, ‘Cargo Culting’ involves copying successful strategies without understanding why they worked, leading to ineffective solutions.

‘Seagulling’ refers to managers who swoop in, make a lot of noise, dump on everything, then leave. This creates confusion and undermines team morale. ‘Silos’ occur when departments or teams don’t share information or collaborate, leading to inefficiency and missed opportunities.

Finally, ‘Hero Culture’ values individual accomplishment over team effort, which can lead to burnout and resentment. Understanding these anti-patterns can help organisations avoid these pitfalls and foster a more productive, harmonious work environment.

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