Quite busy, so my flow of blogitems has been diminished considerably. But collecting a lot of thoughts, observations and lessons, so maybe some time soon....
Today's thought: view on people
As processconsultant, I think it's vital that you have a clear understanding of your own view on people in the context of processes.
I encounter two opposing variations in the BPM world (and anything in between):
1. As processconsultant, we gather input, then design the process, then implement it. Implementing means: pushing people in the pigeonholes (processes, activities, roles), and assume they will do their work, driven by KPI's and managers whipping the lot.
The basis assumption: if you design, they will come and do. The rest is "changemanagement", where we explain and assume that either "they" accept, or we encounter "resistance", which we will need to "overcome". We own the process, but accept "input".
I find this approach also a lot in the BPM technology space "Buy this tool, define the process, and your people will obey and empty their taskboxes....".
So, first goals, then process/technology, then people.
2. Processes are done by people, to reach certain goals. So... first we have goals, then people, then, as a supporting mechanism, we have processes. Quite a different viewpoint! Here we first have to understand the goals of the organization and find people willing to support these goals (if nobody found, the rest is pointless). Once we have these people, we work with them (as a supporting/facilitator) to help them structure their work to reach those goals. They own the process, we bring in the process-structuring knowledge.
I firmly believe in approach 2. Yes, it requires more talking, and even more scary: being vulnerable and sometimes unsure what the people/group will want/do/support. It means running workshops, not owning the result, only the way to get there.... It also means accepting that the quality of the outcoming processes is purely based on the maturity of the people you work with. And with careful interventions you might be able to stimulate/let them grow.
In my experience I have to often seen type 1 approaches result in a lot of paper or BPA tools filled with stuff, but no implementation or support from the key people you need for working processes: the process participants or better: the PEOPLE, that understand and are happy to be supported by the process.....