The previous blog was about planning. At the same time every plan needs supporting processes. Part of the process is about the now moment, it is mostly about let’s think about what we can do today, the task at hand.
Processes, formal and informal, are some of the key elements to sustain the plan. When someone is thinking about what they need to do they often reason the process. But do we really need a PROCESS? The answer is justifiable and relies on the anchor of your individual perception and definition.
• Is it a series of checklists?
• Binders sitting on a shelf?
• Or something to keep us in check?
Productivity is the life of that exist, and process is what holds it all together – the glue between that enhance activities. Process goes right across the spectrum. A production process may start with planting and harvesting (process set the targets right). Processes may involve accounts (process gets the price right). It might involve sales (process closes the deal). Again, it might visit back to the accounts room (process gets the invoice right and pays on time). That’s how processes flexibly fit in everywhere we go. It’s like a kingdom mentality that uses what is available to gain the world.
‘’Then Jesus asked, “What is the kingdom of God like? What shall I compare it to? It is like a mustard seed, which a man took and planted in his garden. It grew and became a tree, and the birds perched in its branches.” – Luke 13: 18-19.
The philosophy around the process, also known as ‘the process thinking’ is there to emphasise the need of preparation and hard-work over consideration of outcomes or results. This philosophy focuses on the present instead of past events or future outcomes. Because of the belief that all decisions we make in life, does ultimately affect the desired outcome, regardless of how trivial they may seem.
The primary goal of, and any process is only a means to that end. Ideally, following a process takes more time and effort in some cases than acting disorganised. Up to scratch, sometimes following a process will give a poorer result depending on the case. But often acting outside of process causes strong and widespread dissatisfaction, which consumes far more time and effort than any saved by avoiding the process in the first place. Also, the lack of process in action tends to disrupt the upkeep and leads to a “me-first” or a “my way or the highway” attitude towards the project.
What about the upkeep caused by noticing the difference between a plan, and a process? A plan, and a process while we expect these two to match to their appropriate definitions, in practice, it can be confusing. So, to address the definitions in practice, it might be exciting to examine their purpose for their employer.
A lot of time in life, sometimes unaware we do rely on plans and processes. And so close like a family circus, plans and processes can be inseparable. They are very close like one is a reminder of another.
How-to-do-it (the plan) in a way makes sense with what you want on simple checklist documentation (the process). I would like to think the ‘process’ is like that little perfectionist voice, just there mostly to answer:
(a) what to do,
(b) how and when to do it (systematic steps),
(c) and who does it
It is that little nagging voice telling the employer what to do, and if done properly will bring surprises with their ingenuity. The more processes and plans are treated as close but separate entity the better the detail.
A plan is there to support the initiative during the transition from A to B. It is the ‘how’ that focuses on the big picture. As such it should provide a highway to reach (B), that providing an acceptable balance of risk and reward. It is a proposal that knows no stranger, and pliable on fresh ideas, a zealous advocate of a particular cause – the evangelist. So, an honest plan tends to have honest communication during the journey.
For example, you may decide that you need to acquire information to maintain your resources, and then your plan is how specifically you will do that – at that point things like, authorisation, etc. will start to pop in.
A process is a series of decisions or steps insisting systematic procedure – the Methodist. If used well, a process is so anchored in the “how,” whilst focusing on playing it safe. It is just an essential part of a perceptive procedure. The chief purpose of any process is to drive out qualms that do not need to be there within a plan. For example, no matter how awesome is the plan people chose, they want to anchor that plan on good specific devices or policies.
As a part of a plan processes are set in place for idea review, such as simple checklists. So, when people are determining what they want to do, they determine or appropriately delegate how they want to do it – the plan. Then look at all the uncertainties associated with the plan with the mindset to drive out those uncertainties that might affect the product or service, and do not need to be there. Sometimes to drive out uncertainties, people may incorporate simple checklists. However, in case of emergency the execution can focus on employer’s talent or creativity where uncertainty remains.
Sometimes going through the process seems unlikely to give the result that a person desires. In all these cases, there is a temptation, sometimes a strong invitation to act hastily, to simply “fix” the problem as one sees it. Giving room for creativity. Perfectly this is technically possible on some conveniences.
Processes are incredible, to deny or resist and act outside of process, other than in truly emergency situations, is like running away from lifesaving developments. Usually, if a process is not good, better propose a proper drill to modify it; than just ignoring the process.
Whilst ‘plan’ thinks about winning the national championship. Process doesn’t think about the national championship. Process is busy thinking and keeping communication about what is needed to be done in this drill, on this adjacent play, in this moment. That’s the process – voicing about what we can do today, the task at hand.