Return of the Apes, myopia of process managers

Bas Bonnier - MSc Mech. Eng. EMFC

For centuries scientists have been trying to answer the question: ‘What is it that distinguishes human beings from other animals?’ During time the definition of this distinction has changed. In previous times barbarians were not even considered as human beings and in current times, on the other side of the scope, there are recent academic studies showing that Chimpanzees fulfill the definitions we set for mankind. Darwin has already stated: ‘If it could be demonstrated that any complex organ existed, which could not possibly have formed by numerous, successive, slight modifications, my theory would absolutely break down’ (On the Original of species – 1859). Man changes due to circumstances and adapts to his environment. As we don’t need them in our current daily life, we do not have a tail and body hair anymore.

The interesting part is that our most generally accepted point of distinction, our ability to think and to think regarding our thinking, is put to the test by many process improvers. Describing processes may have been useful for a generation that was raised to think but needed some structure to streamline this thinking, the new generation however is raised with pre-described processes, work flows, poka-yokes and other ‘stop-thinking-by-yourself’ devices. This is amplified by social economic trends. Due to the structure of our economic system companies have to grow resulting in consolidation and globalization. This growth has its consequences on people working in these companies. Employees are part of an organization and part of a process. In order to prevent scandals and guarantee compliance due to the difficulty to control these large multi-cultural consolidated companies, organizations have become risk avoidant and procedure driven. Moreover employees are part of complex global processes and, due to size of scale, mistakes have huge influences. Thus all processes too have become risk avoidant and procedure driven. Automation, pre-defined work instructions, poka-yokes have been introduced: Employees are now forced to follow the prescriptions and standards given by the company and not to think for themselves anymore. Darwin has already described what will happen with these species in the long run…

The positive part is that in society one can observe that this insight in value destructiveness comes to life. In the Netherlands the government is changing the traffic lights at many crossings into roundabouts. A traffic light signals to the driver’s brain ‘Stop thinking, follow instructions’, whereas a roundabout signals the driver ‘Reduce speed, take care, and consider what you are about to do’. The result is an increase of throughput of vehicles on these crossings. Is increasing the throughput not one of Goldratt’s three measures to reach the company’s goal? Why are most process improvers and lean management consultants then still focused on placing traffic lights everywhere? This eliminates creativity, innovation and ownership. Maybe in some cases you will create short term successes but in the long run you will degenerate the workforce, and in a larger social context, cause devolution of mankind. Sitting as monkeys at our workplace waiting for Jane to rescue us…