Processes and teamwork - Definitions
This text is part of Processes and teamwork
A handful of definitions
Now, since this text is about process, let’s take a closer look at the definition of the word itself.
“A process is a series of actions or steps taken in order to achieve a particular end. It involves a sequence of events or operations that are systematically followed to produce a result.”
I think this is clear and doesn’t require any explanation. But to put it very briefly: we know where we’re going, and ‘process’ is the series of steps we take as we move in the chosen direction.
When discussing the process itself, it’s worth mentioning four additional elements — especially important in teamwork — and essential if the process is to be effective, meaning it should generate expected/acceptable results.
1. Focus
Focus is the ability to intentionally direct and sustain attention - much like a spotlight illuminating exactly what’s important while leaving distractions in the dark.
However, the critical challenge often lies not just in maintaining focus but in deciding precisely where to place it. What exactly deserves our attention and effort?
Dr. Eliyahu Goldratt provides a simple yet brilliant solution:
“Do what should be done and don’t do what should not.”
I draw your attention to ‘should be’, which implies knowledge of purpose and direction in actions. The effort and action themselves are also key here.
2. Discipline
Consistently striving to stay focused on what should be done. This also relates to long-term thinking and avoiding the traps of immediate, quick, easy, and pleasant results if they are not part of the goal we are pursuing.
Discipline also involves following or completing the process, so the process, as a series of actions, must be defined and understood by all involved.
3. Responsibility
- the state or fact of having a duty to deal with something or of having control over someone.
- the state or fact of being accountable or to blame for something.
So taking responsibillity means a person no longer blames outside circumstances, or other people, or past events for the conditions of his own life.
And how does this relate to the perspective of a process? Tasks / actions / activities should be carried out by someone, so there is a responsible person, someone who has autonomy within the scope of the task entrusted to them — of course, within certain boundaries: policies and paradigms.
While this isn’t the main topic of this text, it’s worth remembering a few pitfalls indirectly related to ‘responsibility’.
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Be cautious of the gaps between responsibility and authority — they increase inertia within an organization/group/team, which results in drifting in a completely unpredictable direction.
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By delegating responsibility to a group of people rather than a specific individual, you often end up in a situation where ‘everyone is responsible — which means no one is actually responsible.’
Remember: proper accountability for the work and its outcomes must be implemented, along with operational measurements.
- In a situation where ‘the whole group is responsible for something’, it’s usually the ‘loudest’ member of the group who makes the decisions, while not being responsible for anything at the same time. This Bubble effect is mentioned, for example, by Adam Grant.
“Regardless of intelligence and expertise, groups elevate those who command the most airtime… We’re consistently mistaking their confidence for competence.” — Adam Grant
4. Transparency
The practice of making all relevant information, decisions, and operations open and accessible to those involved or affected. It is a key principle in fostering trust, collaboration, and accountability within a team or organisation.
Building transparency should be based on four fundamental pillars:
- Make work visible
- Make policies explicit
- Implement feedback mechanisms
- Apply operational measurements to assess RELIABILITY and EFFECTIVENESS
Each of these elements deserves a separate article (maybe in the future). A properly implemented feedback mechanism is particularly important, as it should guarantee the development of the team, early detection of bottlenecks, optimization of the process itself, and so on.
Of course, feedback must be aligned with operational measurements; otherwise, the criteria for evaluation — and therefore the value of the feedback — will be unclear.
But for now, let’s focus on the process itself.
Here you’ll find the next part of this text.