Een pleidooi voor een mensgerichte benadering bij procesverbetering

“Stop hiding behind structure and systems” – that is the message from Jeroen Graafland and Willem Spronk. A case for a people-centred approach to process improvement.

Process improvement tends to favour structural approaches. In practice, it is often quickly narrowed down to improving the flow: reducing wasteful activities, shortening lead times, and achieving this through a well-designed way of working. With the rise of systems and applications, an abundance of technological optimisation opportunities has been added to the mix.

Reference architectures, modelling languages, analysis techniques, all from an IT perspective. Add to that process mining, workflow design and the application of RPA. All in the expectation of greater efficiency. In short, process improvers continue to inject more and more structures and systems into organisations as if they were force-feeding a foie gras goose.

We observe that these many structural and system interventions often fail to deliver the desired effect. Counterproductive behavioural patterns frequently persist, preventing the intended results from being achieved. And in many cases, the supporting systems themselves function perfectly well.

Yet organisations seem to cling tightly to IT-related solutions as a supposed cure-all for improvement, because content and structure are easy to discuss. What is missing is simultaneous attention to collaboration.

In our view, process management is much more than that. It is the link between structure, technology and people, and it seeks to unlock the real strength of an organisation. In fact, we would argue that every process optimisation issue is, by definition, primarily rooted in human factors. Culture and behaviour both have a fundamental impact on how well a process works.

“There is too little reflection on the underlying cause of the real problem.”

Our advice is simple: alongside improving the content of processes, take practical steps at the same time to strengthen collaboration.

Indentify the question behind the question

We too often see an organisation’s change challenge presented and addressed in a one-dimensional way: get the basics in order by mapping processes. The proposed solution then amounts to a form of treating symptoms. However, too little thought is given to the underlying cause of the real problem. Instead of staying on the surface, keep probing.

A method such as the ‘five whys’ can already be a simple approach. Why are the basics not in order? And what lies behind that? You will find that all aspects need attention to achieve effective change: processes, systems and people. Do not settle too quickly for the original change question that was posed.

Step out of ineffective patterns

Analysing dynamic patterns is a fruitful field of inquiry if you truly want to achieve breakthroughs. In the Western world, we are used to thinking in terms of cause-and-effect relationships. In analysis, however, you often find that there is a cyclical system at play, where things reinforce one another.

‘Taking ownership’ is a good example of this. ‘If you do not give me space, I do not feel or take ownership. And if I do not show ownership, my manager applies more pressure and gives me less space.’

The art lies in naming such patterns together and consciously stepping out of them. Not by continuing to push, but by carefully considering where influence or change is needed. The role of the manager in this is crucial. Change the world, start with yourself.

“If something happens once, it is an incident. If it happens twice, it is a coincidence. If it happens three times, it is a pattern. And if a fourth case is identical, then it is downright suspicious,” as Peter R. de Vries put it.

Step out of the drama triangle

Another notable pattern that often occurs is the drama triangle, developed by Stephen Karpman. It is a pattern in which people can become trapped.

“For genuine process improvement, you need to be able to have an open conversation about behaviour that either hinders or supports effective performance.”

There are people, known as persecutors, who blame others when things go wrong. This is accompanied by anger or reproachful remarks. The typical response is then to react from a position of powerlessness and dependency, adopting the role of the victim. The ‘rescuer’, in turn, helps the victim without being asked, thereby sustaining the pattern.

The key is to recognise that this dynamic prevents equal and balanced communication and does not lead to a purposeful and efficient conversation. Process improvement requires consciously stepping out of this triangle and seeking a constructive dialogue. This calls for a culture in which the right conversation can take place.

Break the culture of silence

In reality, everyone in the organisation knows which behaviours hinder efficient working. Unfortunately, there is almost never the space or safety to discuss this openly. This is where leadership must step in to facilitate a breakthrough.

True process improvement requires the ability to have an open conversation about behaviour that either obstructs or supports effective performance. A simple way to begin is by describing behaviour on a ‘sunny’ day and on a ‘cloudy’ day.

When do you experience moments of calm and pride, and when do you feel stress and irritation? It reflects strong leadership when you encourage your employees to engage in a constructive dialogue together, without slipping into defensiveness or counterattack.

Finally

Process management is about more than structures and systems; it is also about the behavioural patterns of people. These have a direct impact on the performance a process delivers.

“An organisation is looking for a solution to the problem, not an answer to the initial question.”

Everyone involved in a process improvement effort is responsible for their own behaviour and the influence it has on that performance. We therefore conclude with an appeal to all those involved to embrace a people-centred approach to process improvement:

Dear employee, do you recognise your own role in the drama triangle? What is your behaviour and stance within it? Start a conversation about this in a setting that feels safe to you. You will see that awareness of your own actions opens the door to better and more effective collaboration.

Dear manager, do not be too quick to blame structures and systems. Instead, keep probing and make behaviour and patterns open for discussion. You will find that the solution is always multifaceted. Drawing conclusions too quickly and reacting hastily are early signs of ineffective and poorly supported solutions. Counterproductive behavioural patterns that sustain themselves can only be broken through a people-centred approach.

You are responsible for facilitating the right conversation, but remember that you are part of it as well. Avoid reacting with counterattacks or defensiveness, and value your employees when they contribute constructively to change.

Dear consultant, be aware that an organisation is looking for a solution to its problem, not simply an answer to the initial question. Have the courage to keep probing until you reach the essence, and base your approach on that.

Help the organisation better understand the question behind the question, and keep refining until the solution has been found and implemented. Often, you are one of the first who can identify and name counterproductive behaviour and patterns from a position of safety. Help the organisation to break through them.