Your loops are multiplying. And nobody in the room, including you, is connecting the pattern to the problem.
One open loop consumes capacity. Dropped capacity means other things start falling. Dropped things create new open loops. New open loops increase the demand on a system already running at its limit. You work harder. Exhaustion builds. The loops multiply. And the original Close Loop Hostage Effect™ is now an organizational crisis that looks like a productivity problem, a calendar issue, a leadership blind spot, anything except what it actually is.
Count the cost accurately. Not the two hours. The twenty-nine things that got a little quieter while one loop ran loud. The team now carrying their own open loop about you.
Part 3 is where the signal finally makes sense. You already know this is costing you.
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Related Videos:
Part 1: The Close Loop Hostage Effect™ https://youtu.be/3vgaZyPBZXQ
Part 2: The Cost: The Close Loop Hostage Effect™ https://youtu.be/hOui8NX2UF4
Transcription:
One open loop consumes capacity, reduces capabilities. It means other things start dropping. Dropping things creates new open loops.
New open loops increases the demand on a system that is already running at its limit. So you work harder to compensate, exhaustion builds, the loops multiply, and at no point does anyone in the room, including you, connect the original pattern to what is now becoming a full organizational problem. My client did not need a better productivity system.
Trust me, they did not need a new approach to project management or a different calendar structure. By the way, calendars, this person hates. They needed the loop broken by somebody standing outside of it because inside the loop, the one project looked like the most important thing in the room. It always does.
That is exactly the point. So in part one, I asked you to recognize the pattern. Now in part two, I’m asking you to count the cost accurately, not the two hours, the strategic attention, the delegation that did not happen, the conversation that was slightly less sharp than it should have been, the twenty-nine things that got a little quieter while one loop ran loud, and the team that is now carrying their own open loop about you.
In part three, you’re excited, right? Part three, we’re gonna talk about what it looks like to work with this pattern instead of work around it. We’re gonna go right into it, not manage it, not white-knuckle it. That’s never good or great approach. Not hand every important project over to employees for a week, though, I wanna be clear, sometimes it is genuinely the right call.
I’m going to talk about building a brain-based approach to the signal, because that is what the closed loop hostage effect is underneath everything else. It’s a signal, and once you understand that it is actually telling you something, you can start making different decisions about what you do next. You already know this is costing you.
You have known it for a long time, even without it being named. The question is no longer whether the pattern is real. You are past that. The question is, what are you willing to do now that you can see it clearly and count it as actually taking place?