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Horizontal and vertical escalations: Difference between revisions
Horizontal and vertical escalations (view source)
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This whole process occupies time, screen real-estate, and cost. It is not really resolvable by ''training'', because interests are not correctly aligned, and in any case the whole point of juniorisation is to get rid of ''trained'' people — [[subject matter expert]]<nowiki/>s — and have the process carried out by ingénues and, ultimately, [[chatbot]]<nowiki/>s. | This whole process occupies time, screen real-estate, and cost. It is not really resolvable by ''training'', because interests are not correctly aligned, and in any case the whole point of juniorisation is to get rid of ''trained'' people — [[subject matter expert]]<nowiki/>s — and have the process carried out by ingénues and, ultimately, [[chatbot]]<nowiki/>s. | ||
It can be resolved by other methods of process and system realignment, however. If your organisation is daring, bold, and has the resources and patience to withstand the disruption, you could introduce a ''charging'' model to disincentivise unnecessary [[horizontal escalation]]. This is more often talked about than it is seen, however. An easier route is to encourage maximal vertical escalation before any horizontal escalation is allowed, by blocking very junior team members from making horizontal escalations in the first place. This — an [[escalation threshold]] — works for ad hoc escalations, but not for structurally necessary ones, such as you might see in an industrial grade master contract negotiation operation. | |||
{{sa}} | {{sa}} | ||
*[[Waste]] | *[[Waste]] | ||
*[[Escalation]] | *[[Escalation]] | ||
*[[Escalation threshold]] | |||
*[[Silo]] | *[[Silo]] | ||
*[[Fourth law of worker entropy]] | *[[Fourth law of worker entropy]] | ||