The Attributes of Good Procedure

Good documentation practices when documenting Work as Prescribed stresses the clarity, accuracy, thoroughness and control of the procedural instruction being written.

Clarity and Accuracy: Documentation should be clear and free from errors, ensuring that instructions are understood and followed correctly. This aligns with the concept of being precise in documentation.

Thoroughness: All relevant activities impacting quality should be recorded and controlled, indicating a need for comprehensive documentation practices.

Control and Integrity: The need for strict control over documentation to maintain integrity, accuracy, and availability throughout its lifecycle.

To meet these requirements we leverage three writing principles of precise, comprehensive and rigid.

Type of InstructionDefinitionAttributesWhen NeededWhyDifferencesExample
Precise Exact and accurate, leaving little room for interpretation.– Specific
– Detailed
– Unambiguous
When accuracy is critical, such as in scientific experiments or programming.Regulatory agencies require precise documentation to ensure tasks are performed consistently and correctlyFocuses on exactness and clarity, ensuring tasks are performed without deviation.Instructions for assembling a computer, specifying exact components and steps.
Comprehensive Complete and covering all necessary aspects of a task.– Thorough
– Inclusive
– Exhaustive
When a task is complex and requires understanding of all components, such as in training manuals.Comprehensive SOPs are crucial for ensuring all aspects of a process are covered, ensuring compliance with regulatory requirements.Provides a full overview, ensuring no part of the task is overlooked.Employee onboarding manual covering company policies, procedures, and culture.
Rigid Strict and inflexible, not allowing for changes.– Fixed
– Inflexible
– Consistent
When safety and compliance are paramount, such as batch recordsRigid instructions ensure compliance with strict regulatory standards.Ensures consistency and adherence to specific protocols, minimizing risks.Safety procedures for operating heavy machinery, with no deviations allowed.

When writing documents based on cognitive principles these three are often excellent for detailed task design but there are significant trade-offs inherent in these attributes when we codify knowledge:

  • The more comprehensive the instructions, the less likely that they can be absorbed, understood, and remembered by those responsible for execution – which is why it is important these instructions are followed at time of execution. Moreover, comprehensive instructions also risk can dilute the sense of responsibility felt by the person executing.
  • The more precise the instructions, the less they allow for customization or the exercise of employee initiative.
  • The more rigid the instructions, the less they will be able to evolve spontaneously as circumstances change. They require rigorous change management.

This means these tools are really good for complicated executions that must follow a specific set of steps. Ideal for equipment operations, testing, batch records. But as we shade into complex processes, which relies on domain knowledge, we start decreasing the rigidity, lowering the degree of precision, and walking a fine line on comprehensiveness.

Where organizations continue to struggle is in this understanding that it is not one size fits all. Every procedure is on a continuum and the level of comprehensiveness, precision and rigidity change as a result. Processes involving human judgement, customization for specific needs, or adaptations for changing circumstances should be written to a different standard than those involving execution of a test. It is also important to remember that a document may require high comprehensiveness, medium precision and low rigidity (for example a validation process).

Remember to use them with other tools for document writing. The goal here is to write documents that are usable to reach the necessary outcome.

Types of Work, an Explainer

The concepts of work-as-imagined, work-as-prescribed, work-as-done, work-as-disclosed, and work-as-reported have been discussed and developed primarily within the field of human factors and ergonomics. These concepts have been elaborated by various experts, including Steven Shorrock, who has written extensively on the topic and I cannot recommend enough.

  • Work-as-Imagined: This concept refers to how people think work should be done or imagine it is done. It is often used by policymakers, regulators, and managers who design work processes without direct involvement in the actual work.
  • Work-as-Prescribed: This involves the formalization of work through rules, procedures, and guidelines. It is how work is officially supposed to be done, often documented in organizational standards.
  • Work-as-Done: This represents the reality of how work is actually performed in practice, including the adaptations and adjustments made by workers to meet real-world demands.
  • Work-as-Disclosed: Also known as work-as-reported or work-as-explained, this is how people describe or report their work, which may differ from both work-as-prescribed and work-as-done due to various factors, including safety and organizational culture[3][4].
  • Work-as-Reported: This term is often used interchangeably with work-as-disclosed and refers to the accounts of work provided by workers, which may be influenced by what they believe should be communicated to others.
  • Work-as-Measured: The quantifiable aspects of work that are tracked and assessed, often focusing on performance metrics and outcomes
AspectWork-as-DoneWork-as-ImaginedWork-as-InstructedWork-as-PrescribedWork-as-ReportedWork-as-Measured
DefinitionActual activities performed in the workplace.How work is thought to be done, based on assumptions and expectation.Direct instructions given to workers on task performance.Formalized work according to rules, policies, and procedures.Description of work as shared verbally or in writing.Quantitative assessment of work performance.
PurposeAchieve objectives in real-world conditions, adapting as necessary.Conceptual understanding and planning of work.Ensure tasks are performed correctly and efficiently.Standardize and control work for compliance and safety.Communicate work processes and outcomes.Evaluate work efficiency and effectiveness.
CharacteristicsAdaptive, context-dependent, often involves improvisation.Based on assumptions, may not align with reality.Clear, direct, and often specific to tasks.Detailed, formal, assumed to be the correct way to work.May not fully reflect reality, influenced by audience and context.Objective, based on metrics and data.
AspectWork-as-MeasuredWork-as-Judged
DefinitionQuantification or classification of aspects of work.Evaluation or assessment of work based on criteria or standards.
PurposeTo assess, understand, and evaluate work performance using metrics and data.To form opinions or make decisions about work quality or effectiveness.
CharacteristicsObjective and subjective measures, often numerical; can lack stability and validity.Subjective, influenced by personal biases, experiences, and expectations.
AgencyConducted by supervisors, managers, or specialists in various fields.Performed by individuals or groups with authority to evaluate work performance.
GranularityCan range from coarse (e.g., overall productivity) to fine (e.g., specific actions).Typically broader, considering overall performance rather than specific details.
InfluenceAffected by technological, social, and regulatory contexts.Affected by preconceived notions and potential biases.

Further Reading

Self-Checking in Work-As-Done

Self-checking is one of the most effective tools we can teach and use. Rooted in the four aspects of risk-based thinking (anticipate, monitor, respond, and learn), it refers to the procedures and checks that employees perform as part of their routine tasks to ensure the quality and accuracy of their work. This practice is often implemented in industries where precision is critical, and errors can lead to significant consequences. For instance, in manufacturing or engineering, workers might perform self-checks to verify that their work meets the required specifications before moving on to the next production stage.

A proactive approach enhances the reliability, safety, and quality of various systems and practices by allowing for immediate detection and correction of errors, thereby preventing potential failures or flaws from escalating into more significant issues.

The memory aid STAR (stop, think, act, review) helps the user recall the thoughts and actions associated with self-checking.

  1. Stop – Just before conducting a task, pause to:
    • Eliminate distractions.
    • Focus attention on the task.
  2. Think – Understand what will happen when the action is performed.
    • Verify the action is appropriate.
    • Recall the critical parameters and the action’s expected result(s).
    • Consider contingencies to mitigate harm if an unexpected result occurs.
    • If there is any doubt, STOP and get help.
  3. Act – Perform the task per work-as-prescribed
  4. Review – Verify that the expected result is obtained.
    • Verify the desired change in critical parameters.
    • Stop work if criteria are not met.
    • Perform the contingency if an unexpected result occurs.

Brain-Friendly Principles for Document Design

Whether creating Work-as-Prescribed in our documents, or Work-as-Instructed in our training materials, it is important to consider good cognitive practices. If we start from two principles we quickly can start doing some amazing things.

  1. Organize resources so it’s easy to understand. Reduce cognitive load by breaking information down into small, digestible chunks and arranging them into patterns that make sense to the individual. Always start by giving an overview so individuals know how all the smaller chunks fit together.
  2. Use visuals. The brain has an incredible ability to remember visual images so you must exploit that as you look for ways to reinforce key learning points. Create tools that are primarily visual rather than word-based. Use images in place of text (or at least minimize the text). Use videos and animations to help people understand key concepts.

We can drive a lot of effectiveness into our processes by structuring information to make complex documents more transparent and accessible to their users. Visual cues can provide an ‘attention hierarchy’, making sure that what is most important is not overlooked. People tend to find more usable what they find beautiful, and a wall of text simply looks scary, cumbersome, and off-putting for most people. I am a strong advocate of beauty in system design, and I would love to see Quality departments better known for their aesthetic principles and for tying all our documents into good cognitive principles.

Cognitive Load Theory

Cognitive load theory (CLT) can help us understand why people struggle so much in reading and understanding contracts. Developed by John Sweller, while initially studying problem-solving, CLT postulates that learning happens best when information is presented in a way that takes into consideration human cognitive structures. Limited working memory capacity is one of the characteristic aspects of human cognition: thus, comprehension and learning can be facilitated by presenting information in ways minimizing working memory load.

Adapted from Atkinson, R.C. and Shiffrin, R.M. (1968). ‘Human memory: A Proposed System and its Control Processes’. In Spence, K.W. and Spence, J.T. The psychology of learning and motivation, (Volume 2). New York: Academic Press. pp. 89–195

Structure and Display

Information structure (how the content is ordered and organized) and information display (how it is visually presented) play a key role in supporting comprehension and performance. A meaningful information structure helps readers preserve continuity, allowing the formation of a useful and easy-to-process mental model. Visual information display facilitates mental model creation by representing information structures and relationships more explicitly, so readers do not have to use cognitive resources to develop a mental model from scratch.

Leveraging in your process/procedure documents

Much of what is considered necessary SOP structure is not based on how people need to find and utilize information. Many of the parts of a document taken for granted (e.g. reference documents, definitions) are relics from paper-based systems. It is past time to reinvent the procedure.

Work-As-Instructed

As part of his model for Proxies for Work-as-Done, Steven Shorrock covers Work-as-Instructed. I think the entire series is salient to the work of building a quality organization, so please spend the time to read the entire series. You’ll definitely see inspiration in many of the themes I’ve been discussing.

Work-as-Instructed in training and personnel qualification, topics near and dear to my own heart.

Steven provides a few attributes for Work-as-Instructed, three of which fidelity, completeness, and granularity are constant concerns for me.