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They are of a piece with the [[doctrine of precedent]]: go, until you run out of road, then stop and appeal to a higher authority. By [[Triage|triaging]] the onboarding process into “a large, easy, boring bit” — which, in most cases, will be all of it — and “a small, difficult, interesting bit”, playbooks aspire to “solve” that large, easy, boring bit by handing it off to [[Proverbial school-leaver from Bucharest|a school-leaver from Bucharest]]. | They are of a piece with the [[doctrine of precedent]]: go, until you run out of road, then stop and appeal to a higher authority. By [[Triage|triaging]] the onboarding process into “a large, easy, boring bit” — which, in most cases, will be all of it — and “a small, difficult, interesting bit”, playbooks aspire to “solve” that large, easy, boring bit by handing it off to [[Proverbial school-leaver from Bucharest|a school-leaver from Bucharest]]. | ||
Doing large, easy, boring things should not, Q.E.D., need an expensive expert: just someone who is not easily bored, can competently follow instructions and, if she runs out, knows who to ask. She thus tends tilled, tended and fenced land: boundaries have been drawn, tolerances set, parameters fixed, risks codified and processes fully understood. | Doing large, easy, boring things should not, Q.E.D., need an expensive expert: just someone who is not easily bored, can competently follow instructions and, if she runs out, knows who to ask. She thus tends tilled, tended and fenced land: boundaries have been drawn, tolerances set, parameters fixed, risks codified and processes fully understood. Our children may safely gambol in these fields, where nothing perfidious can befall them. | ||
=== Escalation === | === Escalation === | ||
Playbooks maximise efficiency when operating within a fully understood environment. None will ever say, “if the customer does not agree, ''do what you think is best''.” Instead, they will say things like, “any deviations must be [[Escalation|escalated]] for approval by [[litigation]] [[and/or]] a [[Credit]] officer of at least C3 rank”, | |||
The idea is to set up a positive feedback loop such that, through | The idea is to set up a positive feedback loop such that, through anecdotal [[escalation]], concerned [[control function|risk control groups]] can further develop the playbook to keep up with the times and deal with novel situations, the same way the [[common law]] courts [[Doctrine of precedent|have done since time immemorial]]. The playbook is a living document.<ref>This rarely happens in practice. [[Control function]]s make ''[[ad hoc]]'' exceptions to the process, do not build them into the playbook as standard rules, meaning that the [[playbook]] has a natural sogginess (and therefore inefficiency).</ref> | ||
In practice, this does not happen because no-one has any time or patience for playbooks. | In practice, this does not happen because no-one has any time or patience for playbooks. | ||