The System
When I start my car (Elsa) a warning appears on the touchscreen display: “Do not let the system distract you from the traffic conditions” Apparently the Germans do not use contractions. It is interesting to me how we can see or hear something many times without thinking about it, and then our particular circumstances and mood suddenly make it relevant and interesting.
I like systems. I credit the environment I grew up in and engineering school with giving me a “systems” mentality. I see the world and the things around me as complex yet connected systems that have predictable outputs for known inputs. A systems approach is the most efficient method to solve problems in almost every human endeavor. Again, I like systems.
Unfortunately for me, people are not systems, nor do they behave like systems. People are more like traffic. Traffic is not completely unpredictable, but there is always something happening that was not planned, programmed, or predicted. Systems can be complex, but they are not complicated. People are complex AND complicated.
As I waited for the warning on my screen to change to the rear-view camera so I could back out, (I know you can look over your shoulder and use the mirrors…) I started thinking about the ways we use systems (processes, rules, etc) and whether they are helpful or devaluing to the people we lead. Here are some of my thoughts which are not exhaustive by any means:
The Rule Book: Sometimes we create systems to limit the abuses or mistakes of a few (or one) that create additional and unnecessary burdens on everyone else. It is easy to make rules up front, but they create a culture of “do not” rather than a culture of “we get too.” Taking the time and effort to deal appropriately with the “few” frees the “many” to be productive and creative.
The Audit: We need to be compliant with external regulations and requirements as well as in step with internal processes and procedures. Often, we create a heavily layered system to check the work, check the checkers, and then check them. The question we should be asking is how much are we spending to prevent a small mistake with a low likelihood of occurrence?
The Paper Tiger: This is where we spend more time creating documents, reports, charts, graphs, flow diagrams, etc., than we spend making things happen. Akin to “paralysis by analysis”, this system consumes valuable time and attention (that could be used for productive actions) to over analyze the situation. This often occurs in cultures where being busy is confused with being productive.
The Cloudy Skyline: Due to the availability of more information than ever before, we often struggle to see clearly because there is so much data. Additionally, unnecessary processes can cause the data to be untimely, but mostly it is just overwhelming and creates distraction rather than clarity. Distilling the available data down to what is essential for decision making can clear the view.
Doubling Down: Our systems can make it difficult to know who knows what, is responsible for what, or is doing what. This leads to duplicated efforts and wasted time. Processes can also create possessive owners of functions and others often duplicate the resource rather than deal with a crabby landlord.
While all of these reduce efficiency, cost money and time, and hamper customer experience, the most significant cost is in the experience of the teams who have to deal with them. Processes (systems) are necessary but must be carefully watched, and intentionally used, to keep them from being a distraction to the real mission.
What is the real mission? To make a (positive) difference in the lives of those we serve. So while you are waiting for the screen to clear, ask yourself if your processes and systems are making people’s jobs, days, and lives better, or are they slowly choking the life out of your team members. Not letting the process (system) distract us from the people (traffic) is not only safer for everyone, it is the Bison Way.