Process Dysfunction
We have already started to see how a range of analytical tools can help identify dysfunction within our business processes. These issues are sometimes known as 'Process Anti-patterns'. A few of the commonest anti-patterns are listed below.
| Anti-pattern Description | Symptoms | Causes |
| Two Heads are Better than One | Excessive checking. | Lack of trust. Arbitrary fragmentation of process. Unecessary controls. |
| Yesterday's News | Excessive time taken to complete process. | Too many actors & controls. |
| Haven't I seen you somewhere before? | Excessive transfer and re-keying of data. | Lack of Information Management. Lack of system integration. Reliance on paper processing. |
| Belt and Braces | Too much stock or too many staff at certain times. | Lack of Information Management. Lack of system integration. Reliance on paper processing. |
| Play it Again Sam | Unnecessary reworking. | Too many actors involved. Reluctance to accept best practice. 'Not invented here' syndrome. |
| One Size Fits All | Unable to cope with range of client needs. | Lack of client focus. Working practices haven't kept up with changing requirements. Trying to 'pave cow paths'. |
| Whose Line is it Anyway? | Clients passed between departments to complete process. | Lack of client focus. No-one accepting responsibility for client satisfaction. |
| Superman's Day Off | Knowledge resides in individuals. | Lack of communication. Reliance on old unsupported technology. |
| Not my Fault | Blame Culture | Lack of leadership. Responsibility and authority separated. Lack of staff development. |
| Running to Stand Still | All of the above & frequent organisational restructures. | Lack of strategy & leadership. Institution constantly in firefighting mode. |
