One of the issues that rears it’s head at some point in most workplace learning organizations is the need for workflow processes. But there’s usually a perception that complexity and a slow down in production will come along with it. After all, when you actually spend the time to write out the stuff you’re doing, it looks like a lot of stuff.
I think most of us recognize the need for processes in order to manage project development speed, quality and costs. And there’s so much of our profession that revolves around the Instructional Systems Design (ISD) process or some variant. But does the introduction of department workflow processes always mean additional layers of complexity?
Maybe some of you have heard of, or been a part of (yikes!) a training department that was not effective because of the slowness to deliver. I’ve found in my experience that the slowness is usually because that department was too focused on their internal processes at the expense of timely delivery. Yes, it’s true, sometimes we get way too wrapped up in ourselves. I’ve even seen some workplace learning colleagues appear insulted because I suggested we move forward quickly in order to meet the customer’s needs. We’re not making wine here folks.
So in the end, I would recommend something in the middle. While it is true that documenting our processes may provide a clear visual accounting of the inherent complexity of the work that we do. That should not prevent us from setting up, communicating, using, improving, and MANAGING your processes. As long as we don’t let an over emphasis on those processes have an impact on our ability to deliver results to our customers. And in the end, hopefully you’ll enjoy the clarity that establishing workflow processes brings without the complexity.
Like I do.
Curt Will
. It’s an easy interesting read with some really great points.