Stop Firefighting: Think Upstream

Prevention is better than cure. It’s an age-old saying, yet one we often neglect. We tend to focus more on curing than preventing.

A Roadwork Example: The Cost of Not Thinking Upstream

In May, a neighboring municipality started roadworks: new pavement and bike lanes over just one kilometer. Traffic could only move in one direction, with the other direction rerouted via a long detour. The project lasted over five months. In the Netherlands, similar work might be completed in a matter of weeks using large, flexible teams working day and night. Proper planning to minimize disruption could have prevented many frustrations, reduced police interventions, and decreased the workload for municipal staff. So where did it go wrong?

The Answer Lies Upstream

When upstream actions are overlooked, misjudged, or insufficient, downstream costs pile up. In the roadwork example, the focus was on the direct cost of construction. Had factors like project duration and the broader impact on traffic, residents, and municipal staff been considered earlier, decisions might have been very different.

This is the central theme of Dan Heath’s book Upstream. A fan of his work, I’ve always appreciated the actionable insights he offers. In Upstream, he explores what happens when we shift our focus from reacting to problems to preventing them before they arise.

The Story of Upstream Thinking

Imagine you’re having a picnic by a river with a friend. Suddenly, you hear a child screaming in the water. You jump in, rescue the child, and bring them to shore. But no sooner have you caught your breath than another child is in distress. And then another. As you tirelessly pull children from the river, your friend walks away. “Where are you going?” you shout. “Upstream,” they reply. “I’m going to stop whoever’s throwing these kids in the water.” (Irving Zola, as cited in Upstream)

We need quieter heroes—those who actively work towards a world where rescue missions are no longer necessary. In organizations, however, we often see downstream interventions: firefighting when issues arise. Only when the same problem keeps recurring do we pause to reorganize systems and address root causes. Wouldn’t it be more powerful if we prevented the fire in the first place?

Why Prevention is Invisible

The challenge with prevention is its invisibility. It’s easy to celebrate the “held” who solves a visible crisis. But the person who prevents crises often receives no recognition because their work goes unnoticed.

Dan Heath’s book provides strategies to focus more on upstream efforts. The key, in my view, is a belief in prevention as the best approach and acting on that belief daily.

Applying Upstream Thinking to Organizational Change

Upstream thinking is equally critical in change management. While it’s true you can’t anticipate every scenario, this shouldn’t be an excuse to neglect the design of your change program. By putting yourself in the shoes of various stakeholders and identifying potential challenges early, you can:

• Avoid resistance downstream.

• Ensure smoother transitions.

• Reduce the risk of unseen obstacles derailing your change efforts.

When upstream issues are addressed, stakeholders may not realize what was prevented, but they will notice how smoothly the change process unfolds. Isn’t that what truly matters?