About this interactive
What you are doing: naming what is wrong with each process.
The lesson describes a spectrum. At one end there is no process: nothing written down, so everyone does it their own way and there is no consistency.
At the other end a process is too complex: so time-consuming or such a hindrance that people do not want to do it, and they go around it.
Most organizations sit in between with underdeveloped processes: something is in place, but it is not well defined. It leaves out who, how, when or what.
And a process can be outdated: it was right when it was written, but the organization changed and the process did not.
The goal is a process that is well defined, documented, kept up to date and the right one for the job. The lesson's staffing and organizational changes are when these weaknesses show most.
How to use it: ask whether there is a process, whether it says enough, whether people can follow it, and whether it still matches how things are done.
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