Applying a little reason to your projects

Workers are frustrated by following bureaucratic exercises. They imagine ivory towers with managers making up rules while ignoring their impact. But while procedures dreamed up by rule makers are effective in most situations, the managers often do not foresee the present misapplication that is frustrating employees. A reason-based approach protects the organization from burying benefits under a mountain of paper and stewards its assets by avoiding unacceptable risks. Thinking about the appropriate level of process adoption for the desired project outcomes can create a middle path that is superior to following a rigid and generalized set of procedures.