{"id":516561,"date":"2020-06-08T12:38:31","date_gmt":"2020-06-08T10:38:31","guid":{"rendered":"https:\/\/www.devoteam.com\/expert-view\/what-actually-matters-in-tech-part-3\/"},"modified":"2020-06-08T12:38:31","modified_gmt":"2020-06-08T10:38:31","slug":"what-actually-matters-in-tech-part-3","status":"publish","type":"expert-view","link":"https:\/\/devoteam.info\/me\/expert-view\/what-actually-matters-in-tech-part-3\/","title":{"rendered":"What actually matters in tech – part 3"},"content":{"rendered":"

Nowadays, the environment of many companies is created not only by its processes and goals but also by internal politics. Despite the fact that this model has been described in more recent research as sub-ideal and also as a mark of failing organizational processes, conflicting needs will be prevalent wherever humans work.<\/span><\/em><\/p>\n

And the complexity of today\u2019s world is not helping organizations to ease navigating in these environments at all. Leading was never easy in the first place, even back in the day, when the main concern could have been focused on productivity and expanding.<\/span><\/p>\n

These days, however, there is also a myriad of other aspects to consider – more dynamic, political, environmental, technological advances and disruptions, to name just a few. The role of leading organizations thus became harder than ever.<\/span><\/p>\n

Since leadership isn\u2019t only a reflection of one person, it has to be reflected in organizational processes as well. And when processes can\u2019t focus on just one simple criterion, but many others, it can start to be difficult to decide how to move such processes forward.<\/span><\/p>\n

This problem may not even be easily identifiable, especially in larger organizations. Think about decision making for instance. Someone would rather focus the decision-making process on accuracy in general, others would rather go for the process leading to the most creative alternatives, someone else would prefer to include multiple views, etc. There is rarely only one right answer, and even after identifying the problem, it can take a lot of work to figure out how to approach the process in the right way.<\/span><\/p>\n

What usually happens is what was described in the previous article. Often only one goal or achievement is prioritized, however other possible achievements are not even considered. We focused lately on how this approach can be ruinous in case of ignoring human\/employee perspectives in processes as a human approach is what creates a greater part of an organization and its culture.<\/span><\/p>\n

WHEN EVERYTHING IS IMPORTANT<\/span><\/p>\n

The holistic nature of such complex areas makes it difficult but still attainable in some areas. What to do, however, when the process itself cannot be broken down that easily?<\/span><\/p>\n

A good example could be the Strategic Decision Making Process. When creating a decision-making process or tools that should help managers in that process, what should it be focused on? Should it make the manager’s decision as easy as possible, should the focus be on the user’s comfort, the accuracy of data or enough unrestricted space to come up with creative solutions?<\/span><\/p>\n

Each of them brings its own advantages and disadvantages:<\/span><\/p>\n