One of the core jobs of a process owner in risk assessment is assembling this team and ensuring they have the space to do their job. They are often called the champion or sponsor for good reason.
It is important to keep in mind that membership of this team will change, gaining and losing members and bringing on people for specific subsections, depending on the scale and scope of the risk assessment.
The more complex the scope and the more involved the assessment tool, the more important it is to have a facilitator to drive the process. This allows someone to focus on the process of the risk assessment, and the reduction of subjectivity.
Always include a “do nothing” option: Not every decision or problem demands an action. Sometimes, the best way is to do nothing.
How do you know what you think you know? This should be a question everyone is comfortable asking. It allows people to check assumptions and to question claims that, while convenient, are not based on any kind of data, firsthand knowledge, or research.
Ask tough questions! Be direct and honest. Push hard to get to the core of what the options look like.
Have a dissenting option. It is critical to include unpopular but reasonable options. Make sure to include opinions or choices you personally don’t like, but for which good arguments can be made. This keeps you honest and gives anyone who see the pros/cons list a chance to convince you into making a better decision than the one you might have arrived at on your own.
Consider hybrid choices. Sometimes it’s possible to take an attribute of one choice and add it to another. Like exploratory design, there are always interesting combinations in decision making. This can explode the number of choices, which can slow things down and create more complexity than you need. Watch for the zone of indifference (options that are not perceived as making any difference or adding any value) and don’t waste time in it.
Include all relevant perspectives. Consider if this decision impacts more than just the area the problem is identified in. How does it impact other processes? Systems?
A struggle every organization has is how to think through problems in a truly innovative way. Installing new processes into an old bureaucracy will only replace one form of control with another. We need to rethink the very matter of control and what it looks like within an organization. It is not about change management, on it sown change management will just shift the patterns of the past. To truly transform we need a new way of thinking.
it’s possible to capture the benefits of bureaucracy—control, consistency, and coordination—while avoiding the penalties—inflexibility, mediocrity, and apathy.
Gary Hamel and Michele Zanini, Humanocracy, p. 15
The above quote really encapsulates the heart of this book, and why I think it is such a pivotal read for my peers. This books takes the core question of a bureaurcacy is “How do we get human beings to better serve the organization?”. The issue at the heart of humanocracy becomes: “What sort of organization elicits and merits the best that human beings can give?” Seems a simple swap, but the implications are profound.
I would hope you, like me, see the promise of many of the central tenets of Quality Management, not least Deming’s 8th point. The very real tendency of quality to devolve to pointless bureaucracy is something we should always be looking to combat.
Humanocracy’s central point is that by truly putting the employee first in our organizations we drive a human-centered organization that powers and thrives on innovation. Humanocracy is particularly relevant as organizations seek to be more resilient, agile, adaptive, innovative, customer centric etc. Leaders pursuing such goals seek to install systems like agile, devops, flexible teams etc. They will fail, because people are not processes. Resiliency, agility, efficiency, are not new programming codes for people. These goals require more than new rules or a corporate initiative. Agility, resilience, etc. are behaviors, attitudes, ways of thinking that can only work when you change the deep ‘systems and assumptions’ within an organization. This book discusses those deeper changes.
Humanocracy lays out seven tips for success in experimentation. I find they align nicely with Kotter’s 8 change accelerators.
Keep it Simple
Generate (and celebrate) short-term wins
Enlist a volunteer army
Make it Fun
Start in your own backyard
Form a change vision and strategic initiatives
Run the new parallel with the old
Enable action by removing barriers
Refine and Retest
Stay loyal to the problem
Create a Sense of Urgency around a Big Opportunity
Comparison to Kotter’s Eight Accelerators for Change
There are a few principles to make this team collaboration work.
Clear purpose: What is the reason for the collaboration? What’s the business case or business need? Without alignment on the purpose and its underlying importance to the organization, the collaboration will fail. The scope will start to change, or other priorities will take precedence.
Clear process: How will the collaboration take place? What are the steps? What is the timing? Who is responsible for what?
Clear expectations: What is the specific goal or outcome we are striving for through this collaboration?
Clear support: Problems will arise that the team cannot handle on their own. In those cases, what is the escalation process, including who and when?
An information gap is a known unknown, a question that one is aware of but for which one is uncertain of the answer. It is a disparity between what the decision maker knows and what could be known The attention paid to such an information gap depends on two key factors: salience, and importance.
The salience of a question indicates the degree to which contextual factors in a situation highlight it. Salience might depend, for example, on whether there is an obvious counterfactual in which the question can be definitively answered.
The importance of a question is a measure of how much one’s utility would depend on the actual answer. It is this factor—importance—which is influenced by actions like gambling on the answer or taking on risk that the information gap would be relevant for assessing.
Adopting a flexible but consistent approach to decision-making and giving people greater leeway creates the organizational framework for faster decision-making processes. In addition to creating the right framework, however, it is equally important for employees to have confidence in each other so that decisions are not only taken quickly but also implemented swiftly. Rather than merely seeing employees as resources, this requires management to value them as part of the community because of the competencies that they bring to the table. The underlying capability that makes this possible is a democratic leadership style.
Democratic leadership is a style where decision-making is decentralized and shared by all. This style of leadership proposes that decision-making should be shared by the leader and the group where criticisms and praises are objectively given and a feeling of responsibility is developed within the group. Leaders engage in dialogue that offers others the opportunity to use their initiative and make contributions. Once decisions are collectively taken, people are sure of what to do and how to do it with support from leaders to accomplish tasks successfully. It is the “Yes…but…and” style of leadership.
This style requires a high degree of effort in building organizational decision-making capabilities. You need to build a culture that ensures that everyone has an equal interest in an outcome and shared levels of expertise relative to decisions. But nothing provides better motivated employees.
For those keeping track on the leadership style bingo card, this requires mashing democratic and transformational leaders together (with a hefty flavoring of servant leadership). Just the democratic style is not enough, you need a few more aspects of a transformational leader to make it work.
Idealized Influence means being the role model and being seen to be accountable to the culture. Part of this is doing Gemba walks as part of your standard work.
Inspirational Motivation means inspiring confidence, motivation and a sense of purpose. The leader must articulate a clear vision for the future, communicate expectations of the group and demonstrate a commitment to the goals that have been decided upon.
Through Intellectual Stimulation, the leader presents to the organization a number of challenging new ideas that are supposed to stimulate rethinking of new ways of doing things in the organization, thus seeking ideas, opinions and inputs from others to promote creativity, innovation and experimentation of new methods to replace the old ways. The leader articulates True North.
Decentralized decision-making around these new ways of doing are shared by all. Decisions are taken by both the leader and the group where criticisms and praises are objectively given and a feeling of responsibility is developed within the group, thus granting everyone the opportunity to use their initiative and make contributions. Decentralized decision-making ensures everyone empowered to take actions and are responsible for the implementation and effectiveness of these actions. This will drive adaptation and bring accountability.
Arenas, F.J., Connelly, D.A. and Williams, M.D. (2018), Developing Your Full Range of Leadership, Air University Press, Maxwell AFB
Gastil, J. (1994), “A definition and illustration of democratic leadership”, Human Relations, Vol. 47 No. 8,pp. 953-975
Hayes, A.F. (2018), Introduction to Mediation, Moderation and Conditional Process Analysis, 2nd ed.,The Guilford Press, New York, N