Develop a Balance Between People and Process for Success
Leadership, Customers, Strategy, Knowledge Management, Workforce and Operations are the primary components of an organizational management system (The Baldridge Performance Framework). The approach, deployment and integration of these components vary greatly from business to business. Take a moment and think about what these components look like in your organization, and how (or if) they work together.
In Chinese philosophy, Yin and Yang describes how seemingly opposite forces may actually be complementary, interconnected, and interdependent. The components of the Yin and Yang represent perfect balance. If we apply the Yin and Yang approach to our management system, the components will be divided into two primary categories: People and Processes.
Processes (Yin)
• Strategy
• Knowledge Management
• Operations
People (Yang)
• Leadership
• Workforce
• Customers
But are both “sides” of the management system considered equally? As a Lean Six Sigma Black Belt, I was taught that processes should be the focus because they comprise around 80-85% of organizational problems. But if you don’t hire and train people correctly…or you don’t have the right leadership in place to guide those people…or if don’t know what makes your customers are happy, all your focus on process is for naught and the “balance” of your organization will be off. And, conversely, if you are only focusing on people and not integrating and improving your processes, the organization will not have structure and controls and, therefore, never be able to achieve its goals and objectives.
Many business cultures and leaders choose one side or the other of the Yin and Yang to focus on. They are either “touchy-feely” and focused on the “people” aspects, or they are extremely policy and procedure driven and focus on the “process” aspects. Some folks are more comfortable with structure and others are more comfortable with what I like to call “the feels”.
The Yin and Yang of Organizational Performance helps us visualize and remember that people and processes are interconnected and, therefore, both “sides” should be a priority. It’s a “50/50”, balanced proposition that will help improves organizational performance. Only when leaders focus on ALL six components of the system (Leadership, Customers, Strategy, Knowledge Management, Workforce and Operations) can they truly begin to improve. And the better these systems function and integrate with one another, the more high-performing an organization will become.
Polly Walker is a talented facilitator, coach and expert in process improvement. As the chief innovation officer for Aegis Learning, Polly produces many of the new ideas and creative solutions for workplace learning programs and their delivery.
Ms. Walker has two master’s degrees and has worked with some of the biggest client projects for Aegis Learning. She is also our Townie and constantly optimistic.
Tim Schneider is the founder of Aegis Learning and has been working with teams and leaders for 25 years. He generates results, impact and his sole focus is your success.
Developing the use of competencies and skills is a cognitive or thinking processed piece of learning. It is developed through the engagement of intellectual capacity and stored in process, mind memory. The learning occurs from reading, seeing, doing and reinforced by the successes associated with the application of those skills. Your mind and memory drives the use of competencies and skills when not combined with other elements of success.
In the simplest of analogies, you are upset, your attitude reflects that. Your outward behaviors will then become a projection of that attitude and belief set. Conversely, if you are happy, your beliefs and attitude will be upbeat and positive. The outward behaviors driven by this will be much more positive in nature. You will smile, you will encourage, you will provide positive feedback, but only if your heart is in the right place.