Search Results for: human processes

Human Processes: We are All Consultants

In his last Column, Keith Harrison-Broninski argued for greater transparency in the decision-making processes used in the UK public sector. This month, he discusses the increasing involvement of members of the public in the UK public-sector decision-making processes. To illustrate his argument, he describes the activities of three initiatives designed to implement practical strategies for community-based action.

Human Processes: Unclear Resolutions

Keith Harrison Broninski discusses the recent floods in the North of England and describes how they could have been avoided had the UK government not made substantial cuts to its flood prevention programs. Keith examines the opaque collaborative decision-making process that does not always lead to maximum advantage for citizens and calls for more transparent processes in the public sector.

Human Processes: Turning Down the Heat of Collaboration

In his Column this month, Keith Harrison-Broninski discusses the secret to removing friction from workplace collaboration. He suggests that managers can eliminate friction by employing the 5 Cs—Commit, Contribute, Compensate, Calculate and Change to ensure that staff are not threatening each other’s workplace goals. Read Keith’s Column to see how the 5 Cs can help you and your organization.

Human Processes: Collaborate has 5 Cs.

Keith continues his discussion of collaboration begun in his June Column. This month he looks at the five principles of human collaborative work—(1) commit, (2) contribute, (3) compensate, (4) calculate, and (5) change—and discusses how each one is used in a collaborative plan.

Human Processes: Discovering Collaboration

Keith Harrison-Broninski elucidates the basic differences between collaborative and step by step processes. He explains why traditional analytical techniques fall short in analyzing collaborative processes and offers a few pointers on how to analyze collaborative processes.

Human Processes: The Change Challenge

Keith uses the National Health Service in Great Britain to illustrate the challenges faced by large organizations when they attempt to introduce change of pace and scale. Phase 1 of the “NHS Challenge” reveals 10 commonly occurring barriers to change efforts and 11 building blocks that may help to overcome the barriers.

Human Processes: Minutes = Weeks

If you’ve been frustrated by the inaccuracy of the minutes from a meeting you’ve attended, you are not alone. In this Column, Keith analyzes the problem and proposes a simple, easily implemented solution that will save time and costs no money.

Human Processes: Network Overload

Adding to the long list of available communication options, some vendors are offering the “private social network” that helps employees collaborate across departments. Keith disagrees. Read his reasons in this brief and to the point Column.

Human Processes: Network Overload

Staff in many organizations now have a wide choice of ways to communicate with one another: Email Mobile phone text messaging Phone calls Meetings (including conference calls) Regular stand-ups Desktop instant messaging Public social network messaging (for example, Twitter) Application-specific notifications (status updates from their document management system, approval requests for invoices, and so on) […]

Human Processes: The Innovation Triangle

Large organizations – having invested heavily in social media – are now asking how it’s possible to gain a return on their investment. Keith Harrison-Broninski introduces The Innovation Triangle as an example of how to solve this emerging problem for all organizations.