When Do You Trump The Outcome of a Proven Process?

I was looking back through older posts for inspiration on an issue and came across this post from 2007. I don't even recall what the issue was but the message is about doing what's right and how we (and our processes) can get in the way.

If your HR is anything like my HR, you have processes. If your organization is anything like my organization, you have people. If your people are anything like my people, they have professional opinions, personal opinions and their own views of the world.

When personal opinions and personal views of the world creep into a professional work place process, my mode of operation is to let the process run its course and to keep the personal stuff out of it, especially if the process is a proven one.

So, what if  the proven process runs its course and, in the end, the outcome is called to question. What if the outcome MAY be perceived as detrimental to the integrity of the program? In a perfect world, processes established would always support and honor the integrity of the program but, we are human, we are not perfect and it just doesn't always work that way.

Now what?

At this point, there are two choices: accept the outcome or recommend a trump of the outcome. There are pros and cons to each and neither is without its repercussions. Weigh them out. 

• How did the process produce this outcome?
• Why is there an issue with the outcome? Is the issue valid?
Where does the program value lie - in the process or in the outcome?
• What are the risks in compromising this? What are the benefits?
• Is your organization willing to accept that? Are you?

Hard questions for a hard decision when the answers are not very clear. So, quiet the noise and do what's right.

Photo credit iStock Photo

Comments

[Alan Hill]

I learned this lesson on a much smaller scale. I developed a support transition process (and documented it). The company hired someone to own the process and years later, when it was time to modify the process, the person performing it didn't want to change it.
I later realized it was because their identity was so intertwined with the process. This person didn't do support transitions, they *were* the support transition manager.
They perceived changes in the process as a change in their identity.

What I created almost as an afterthought became institutionalized and 'the way it's done'.
I have since learned to be much more responsible and thoughtful for the processes I create because I know someone will believe 'this is the way it's done' without thinking through the question of 'should it still be done?"

I always work to build in review and sunset methods in every process I create - I feel I owe it to the people who come after me.

[Lisa Rosendahl]

What a great point Alan, I am sure that happens more than anyone realizes and I may have even been the "identity owner" myself in the past. Your intentional review and sunset model is an idea I am stealing shamelessly.

[Lindsay]

Processes take on a life of their own -- the "we've always done it that way" syndrome. And changing them often involves some semblance of risk, as in taking responsibility for possible failure. Combine those two, and it's a wonder anything gets changed. Especially in a tight job market, where people are trying to hold on and not rock the boat.

Ultimately, it's a company culture issue. The solution is for organizations to have a high tolerance for testing and change, with rewards for making bold changes, even IF they don't always work out. A company/agency that tracks "failures" and punishes risk-taking will end up with lots of legacy processes that have outlived their value.

[Laurie]

I have recently been discussing organizational good with several classmates and found this blog to be very interesting, and along similar lines. I agree that people and companies are reticent to 'rock the boat' and frequently fall back on the 'it was always done this way' mantra. Individuals will need courage to strike a new path, develop new processes and question the status quo.
The culture of the organization will be reflected by the values of its CEO and other leaders. Someone said that expecting people to do what is right, is old fashioned - gosh I hope not! Are young people too interested in personal gain to look at what is best for the workplace?

[Lisa Rosendahl]

Hi Laurie and welcome! You asked, are young people too interested in personal gain to look at what is best for the workplace? I think not - I am inspired by the ideas of young(er) people around me every day. I love that they keep me on my toes!