Every project has a process, and every project impacts people.
Those two statements create the boundaries for every product, activity, and event an organization undertakes. In order to navigate our organizational goals, there must be an operational balance that exists between process and people.
What are we doing?
Why are we doing it?
What should the results of our activity be?
These are important front end questions for every new project, but these questions must also maintain stability during the project's duration and evaluate in the project's aftermath. Whether we are beginning a new ministry, launching a new product, or onboarding new employees, these three questions offer a great deal of insight into both the process we are using and the impacts those processes will have on people.
Many times, we cannot reassess aspects of our operations because those things have been part of the organization for a long time. Other times, we get so excited about a new direction that we cannot assess the costs to people that these changes will bring accurately. Neither is healthy and both result in the loss of trust.
We need pillar aspects of our operations because of the stability they provide, but we must also assess and improve these areas if they are to remain valuable. We need new directions and change, but they must add value to the people that are affected by those changes.
Take the time to find your balance. Ask what are we doing, why are we doing it, and what should the results of our activity be throughout the course of your project. Be honest and build bridges of communication to get real answers. Then chart the course for process improvement that adds quality and value to people.
