Many folks believe that following a process enables and facilitates work flow and effective interaction between people and units. These same folks believe that acceptance of the dominance of process is, or should be, universal in global organizing. Thus, deviance from process is something that needs to be corrected, either via discipline or regulated by software-policing.
Worship of process is by no means universal. In many cultures and within all cultures, there are folks believe that process enslaves, blinds and debilitates human creativity. Many folks believe that process serves a certain order that needs to be smashed in order to create value. These same people perceive that human ingenuity is stifled by process. These same people believe that process is something that people can hide behind to limit commitment to success.
The same can be said of focus. Focus (thrust upon us by structured discussions and well prepared power points), keep folks on the same page, drive things forward and ensure we are on the same page. Indeed? What about the people and cultures who think associatively, use circular logic, ramble and arrive at conclusions when there is less focus.
I suggest we look at process and focus more as preferences and less as a religious doctrine that needs to be force fed. Focus and process should be applied contingent on cultural and situation.
I’m often 1 of them!
As business is global and fast changing, sticking too ‘religiously’ to a process translate also in lost of creative contributions.
I would like to see that implemented. I am not a huge advocate of excessive reliance on process and structured focus – but I am not sure that I can visualize the alternative.
I am not suggesting abolishing process in banking or manufacturing.
I am suggesting that many cultures do NOT respect process and flourish and there is lots to learnt from this.
Also, I suggest that we all think about what a German says to an Israeli and what an Israeli answers:
G to I Follow the process and I will trust you.
I to G When I trust ou I will follow the process.
Interesting –
I respond more like the I to G but most organizations that I have seen in America are more like the G to the I.
Give me example of culture that does not follow the process and flourishes if you would be so kind.
R&D breakthroughs
Projects that move very, very quickly
Battle
Crisis management on supply chain issues
Maggy
Most of the world is A to W
America to the World
yes, you are correct – and most limiting.
Interesting article related to these notions…
http://pennmindsthegap.wordpress.com/2013/04/08/out-of-control-and-its-a-good-thing/
Allon,
The Chinese who I know who are graduates of 1st and 2nd Tier universities aren’t half bad at making focused, linear arguments when they want to.
I’ve also felt that the business culture in Shanghai, while Chinese, is distinctly more rule oriented, focused and faster. If rules are going to be enforced on the Mainland at all, it will be enforced in SH.
My point here is that there is some convergence based on what is modern, as opposed to distinctly culturally Anglo-American. The time of higher paid people is worth more, so they treat it differently by getting to the point faster.
Chuck