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Policy: Difference between revisions
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::- {{author|Jason Fried}} | ::- {{author|Jason Fried}} | ||
:“''A typical reaction to failure is prefectural overspecification—patching observed holes in an operation with increasingly detailed or tightly targeted rules, that respond specifically to just the latest incident.''” | |||
::—{{author|Sidney Dekker}}, {{br|The Field Guide to Human Error Investigations}} | |||
Policy is the sheep they’ll hang you for. It is the dominant ideology of modern management theory. Policy, and process, is seen as practically inviolate, or immovable. | |||
Management orthodoxy is predicated on policy and process being the fundamental layer of organisational competence. So, for example, a [[root cause analysis]] using the 5 why's method is intended to reveal as the root cause the policy which had not been complied with. | Management orthodoxy is predicated on policy and process being the fundamental layer of organisational competence. So, for example, a [[root cause analysis]] using the 5 why's method is intended to reveal as the root cause the policy which had not been complied with. | ||
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Ignoring policy threatens an organisation’s integrity. It subverts its governance. To break its rules. It invites censure by [[internal audit]]. A thoughtful employee faced with a situation to which a policy applies will not be prepared to override it. | Ignoring policy threatens an organisation’s integrity. It subverts its governance. To break its rules. It invites censure by [[internal audit]]. A thoughtful employee faced with a situation to which a policy applies will not be prepared to override it. | ||
“[[no-one got fired for hiring IBM|No-one got fired for complying with policy]]”: that’s a truism. “No-one died because someone complied with policy” — ''not'' such a truism. | |||
===We don’t rigorously follow policy=== | |||
{{work to rule capsule}} | |||
===Policy and the production line=== | ===Policy and the production line=== | ||
All this assumes that the commercial landscape your policy is meant to cover is a fully-scoped production line where all inputs, all outputs and all contingencies are mapped. No frontiers, no [[known unknowns]] are in sight. | All this assumes that the commercial landscape your policy is meant to cover is a fully-scoped production line where all inputs, all outputs and all contingencies are mapped. No frontiers, no [[known unknowns]] are in sight. | ||