Assumptions and Processes, a Formula for Success?

Introduction

This week we will examine assumptions, what they really are, and how we can use them to our advantage to drive creativity when designing processes, or anything else for that matter! We have generally been programmed to view assumptions as "bad", and to avoid them if possible. The issue with exclusively subscribing to this belief is that it is limiting, albeit "safe". Making assumptions is part of the human condition, and it often serves us well. To be fair, some of what we are talking about here are semantics, but even so, we must be mindful of our beliefs and biases and how they affect the way we think and work.

The Nature of Assumptions ??

Assumptions are the underlying beliefs and expectations we hold when facing uncertain situations. They provide us with a starting point for decision-making and problem-solving. Assumptions allow us to make predictions, form hypotheses, and take action. They are the foundation upon which our mental models are built.

In the realm of process improvement, assumptions can be transformative when used effectively. Here are a few ways in which assumptions can be harnessed to affect positive change:

1. Generating Ideas: Assumptions act as catalysts for creative thinking and ideation. They provide a framework for exploring new possibilities and generating innovative solutions.
2. Rapid Prototyping: When time and resources are limited, assumptions allow us to create quick prototypes and test our ideas. By making educated guesses about the behavior of a system or process, we can gather valuable feedback and iterate rapidly, accelerating the development cycle.
3. Risk Management: Assumptions help us anticipate and mitigate risks in process improvement initiatives. By identifying potential obstacles and challenges early, we can design contingency plans and develop strategies to overcome them.
4. Decision-Making: In the absence of complete information, assumptions guide our decision-making processes. By relying on past experiences, expert opinions, and relevant data, we can make informed choices that drive process improvements.
5. Growth and Development: By challenging new and existing assumptions, we allow ourselves the freedom to question what we have been taught and what we have come to accept as truth. In doing so, we open the door to new and hopefully better ways of thinking and working.

Let's Make a Process ?? ?

Now that we have taken a look at how assumptions can help us identify problems and aid us in creating solutions to those problems, how does process improvement fit into all this? Well, it depends!

The important thing to remember when creating or changing any process is to be sure you know the "why" before you start. We are frequently presented with processes that we must follow, and often those processes simply do not serve us well, for whatever reason. Let's say that we are tasked with improving an existing process, which when originally designed and implemented, served to improve efficiency, eliminate tedious tasks which could be automated, and helped to identify, correct, and ultimately reduce the error rate.

The first step in improving this workflow would be to make some high-level assumptions about how and why this process was originally created. We will also assume that some parts of the current process are still valuable and should remain. Now, rather than focusing on what is wrong or seemingly broken, it's usually a better use of our time to focus on "what changed" (the business, our customers, the market, technology, etc.) and seek to understand how those changes are impacting our processes. By viewing problems from this perspective, we are being proactive and working with a sense of purpose as we strive to improve rather than just "fix".

Although it goes without saying, working under assumptions permits us to think creatively without constraint while we continue to research and analyze our processes. Ultimately, however, we must circle back to either confirm those assumptions with supporting evidence or pivot if our data tells us that our original assumptions were in fact wrong, which is OK...it's part of the process ??

Wait...Let's Do What is Right ?????

Well, what is that supposed to mean? Aren't we already doing it right by using a structured, process-centric approach? Hmmm, maybe! The idea here is to remain flexible and open to the idea that sometimes assumptions and processes do not solve problems on their own, and if abused or poorly implemented, can result in more harm than good.

A good dose of humility and common sense will be your best guide, trust your instinct! Both processes and assumptions can be powerful and transformative tools, so let's respect how impactful they can be and use them responsibly. As much as I love a smart, intuitive, and empowering process, I also realize how damaging a bad set of processes can be, especially when the problem is that there is just too much of it!

What's next?

Next edition we are going to talk about psychological safety and how crucial it is to maintain that in the workplace. There are countless opportunities for us to help create this where we work, and yes, sometimes processes can help with that!

Author?- Marc Jobin