how to formalise communication, stay consistent and assure quality
In our Introductory Series to Human Factors in Business, we have explored concepts and tools from a wide variety of disciplines to support managers and leaders in developing a deeper understanding of the people component in business.
This book is picking up a particular topic, how to best develop and maintain business systems, and provides new and old ideas in a simple yet easy to understand format. We do so through the eyes of human factors in business.
If you have not already perused our Introductory Series (personality, stress, communicate and motivate), you may not get maximum benefit from this volume. We use human factors concepts throughout the text that have specific meanings and are part of models that help us to better-understand human interaction, people’s perspectives on the world, their needs, individuals’ responses to stress and many other facets that create the rich tapestry we call humanity.
I certainly urge you to have a look at the Introductory Series first before carrying on.
The Human Factors in Business Applied Series draws on more than one hundred years of published knowledge. When perusing our collective wisdom in print, I could not help but wonder why some themes have been picked up over the years, time and time again. Obviously, where previous thinkers have identified shortcomings and prescribed their remedies, and where the business community simply has not picked up on new ideas, we can only jump to one of two conclusions: the remedy has not been simple enough to implement, or the thinker has not been able to overcome the inertia of the business community.
For example, and in the context of this book, thinkers and regulators have developed and maintained standards for decades that provide meaningful guidelines for businesses large and small. The first thing you hear though when referencing these standards is ‘they are not for us’, or as I was told not too long ago, ‘this is for the corporate world’, whilst people struggle on and wonder why they do not get control over their business. The apathy to make much needed changes is amazing.
I cannot expect I will be able to overcome the inertia on a wider scale, but every journey starts with a first step. This is mine. I can however, attempt to keep things simple to give us the best chance to effect change.
In that context, I am not getting hung up on technical perfection, but am coming from the position of being ‘broadly right rather than precisely wrong’.