Bureaucracy – It doesnt have to be there

Bureaucracy, its the bane of so many people’s lives, and in most situations its totally unnecessary.

The problem is that when a new process is created, or new paperwork written, I’m sure that in most cases the people who dream up these things think they are worth having, and will help solve a given issue, or address a problem situation. It is only when multiple processes and paperwork come together that they can become overbearing and wasteful of everyone’s time and effort.

Unfortunately, once a bureacucracy is in place, its very difficult to take a step back, do a proper review and really work out which parts are helping to keep in check potential issues, and which are just in place because it seems like they always have been, and always will be!! 

In the end, it all comes back to the simple question “Is this actually useful?“, the subject of a previous post. Using this question, by doing a thorough review of the processes and paperwork the key activities and processes can be kept, and the ones that do not add value stopped and removed.

This should increase productivity significantly and add real value to the organisation. 

From social animals to information hoarders

Humans are social animals who love to communicate, but you often wouldn’t think so in many organisations. In many cases, communication, especially between teams, is the furthest thing from what actually happens on a day-to-day basis. Instead, employees become information hoarders who actively keep information within their teams and are extremely reluctant to share it. 

Causes

The causes for this can be many, but in most cases can be traced back to the culture of the organisation.  Specifically, the following cultural drivers are amongst a range of possible underlying reasons for this lack of communication

• Remuneration (pay) – If the pay structure of employees or teams does not explicitly encourage cross-functional teamwork there is very little incentive for groups to work together.
• Power structure – If individuals or teams are implicitly rewarded for having specific information no-one else has they are encouraged to gather and hold this information
• Structure – A structure which duplicates functions amongst teams (or does not provide clarity of function)  can create competition and discourage sharing between groups working on like functions
• Confidentiality – An over-reaction to the risk regarding confidential information leaking to the market can create an excessive focus on secrecy
• Systems – A lack of systems that allow teams to easily share info can make it difficult for this information to be disseminated

Consequences

The results of this information hoarding can be extremely detrimental to any organisation. Amongst other consequences, it can create

• Duplication of activity
• A decrease in productivity
• Increased need for explicit management of cross-company work
• A lack of positive recognition
• An increased reliance on outside expertise
• An inability to take advantage of success across the business
• A lack of trust amongst groups

Solving the problem

Given the lack of communication is often driven by underlying cultural causes it can be a very difficult issue to resolve. Addressing the problem can only really take place as part of a broader cultural change program addressing all drivers of culture, both explicit and implicit. This will be the topic of another post in the near future.