How well a task is done is dependent upon the process we use, our way of doing it, and how good we are at executing it; effectiveness or skill.
When they fail it is really obvious that they generate Process Behavioural Friction.
However, what is less obvious in that Process Behavioural Friction occurs when our chosen process &/or our effectiveness at implementing it is under optimal.
When processes have deficiencies they need to be fixed or improved to remove or reduce Process Behavioural Friction.
They need to be ‘tightened up’ so that they perform.
The longer they are left unaddressed, the greater the level of Process Behavioural Friction develops and the higher the cost, both financially and emotionally, to the organisation.
There are of course those processes that were badly designed from the beginning.
You know, the things that never worked or were never used as intended.
The processes that were never fit for purpose.
The ones that slow the organisation down, sap its energy and lose engagement.
The ones that have to be used officially, but that unofficially, people find ways to work around them.
And the same applies to process have become out of date and misaligned.
The Process Behavioural Friction is a large source of personal and organisational stress.
It is experienced daily by people inside and outside the organisation, but the causes often remain ‘invisible’ to those with the power to change them.
It is the unidentified cause of losses of employees, suppliers, customers, reputation, investment, revenue & profit.
And the longer these broken processes remain, the greater the level of Process Behavioural Friction is experienced.
The aim of Removing Process Behavioural Friction is to
Make the right things easy
But it isn't the only way to use Process Behgavioural Friction.
Sometimes you want to make the wrong things harder.
You want to reduce risk by making it harder for people to make mistakes, have accidents or breach security: To slip up.
When this is the objective we insert Process Behavioural Friction and turn it up to the max, minimising risk by design!
Understanding Process Behavioural Friction, and how to change it, enables the creation of highly competitive organisations.
Organisations with higher returns and lower losses.
Organisations whose focus becomes engineering processes that:
Make the right things easy and the wrong things hard