Pause and think!

We learn that one of the major problems of a technical area occurs when tools become more important than management. Along with this usually comes a process of omission of people in relation to difficulties, going on to fulfill routines and nothing more than that. The big problem is that that routine can be wrong, poorly sized or anything of the kind and, if there is no reaction on the part of the expert, we will only discover the need for improvement at a very high cost.

One of the characteristics of the specialized professional is the capacity for critical analysis. A non-specialist looks at a process without greater knowledge and details, but the specialist should always look beyond. Unfortunately in our country we have lost this reference and for this reason the rubble, be it of a technical or bureaucratic nature, has been taking the space of management. In practice, this means that every day we do more roles and work less, we fulfill routines and leave aside the practice that actually adds value.

This is bad for everyone. First for the company that does not receive any effective contribution to the solution of the problems, pays and does not take, gains only a portion of papers that, looking closely, do not have any usefulness for the business itself. Secondly, for the professional who undergoes a process of atrophy and ceases to be a manager focused on solutions to be an issuer of documents. The effects of this process mainly affect workers who end up being exposed to inadequate work situations while the resources that could change this picture are spent to generate a mountain of papers that give the impression that this occurs.

Given all this, I think that there is a very simple question missing in our area, but that when well applied it can work miracles in management systems and professional careers: “what is the use of this I do”?

We could call this questioning a critical analysis of our work and, even if without formalities, time after time, we would take time to try to understand the purpose of our activities. This would certainly allow us to understand even how we are seen by the other areas and professionals of the organization where we operate. I'm sure it would be very useful for everyone.

As a suggestion, let’s start with the numerous programs and legal documents that we have filled out. Obviously they generate work and cost resources and, therefore, must have some utility. But what is their purpose? What are they for? Perhaps at this point, in your organization, they serve nothing – especially because they are being elaborated without the basic notion that they should be aimed at the understanding of the users and not the executor.

A typical example of this is the PGRs that over the years have been being deformed by the understanding that they should lend themselves more to the defense of companies in processes than as the master spine of a base for management. Thus, many PGRs have so much information and complexity that they serve almost everything, except as a reference for people to know what to do so that prevention is established and followed in an organized way.

How about we take a look at the statistical tables? Over the years we have been improving the aesthetic pattern and so they are beautiful, but are they useful? We need to remember that numbers by themselves say nothing, need to be analyzed and interpreted and, more than that, that statistical information lends itself as a reference for reactions to problems and therefore must be updated, analyzed and informed in the shortest possible time. What is the point of reporting accidents that occurred 30 or 45 days later? What kind of reaction does that allow us?

What about the great hygiene programs for which we have obtained good resources to carry out the recognition and evaluation? Suddenly we have on hand a quantity and quality of information of excellent level, but we forget to provide money for the necessary adaptations and corrections.

And so it should follow our analysis, trying to understand and it is never too late for what a program serves. We need to put aside the habit of thinking that documents should contain all problems as if paper had some power of resolution and creation. The more things you write, the less people will waste time reading, the less people will do their part or what we expect them to do.

Think also of what the so-called DDS program is for, that because someone once understood that it must happen “every day,” it has become something totally meaningless within many organizations. It is seen as an obligation and everyone knows what the quality of something done is without its usefulness being taken into account.

Reflect on the processes for the release of services, is this the process of prevention or late autographs? What does prevention do? Trained and conscious people or a collection of signatures with which one tries to share responsibilities and nothing else? The question “what is it for” can save lives, save resources and still guarantee the employment of many people.

Thank you for reading and until the next article.

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