Author Image Posted By : Michael Speyer 5 Dec

Process Paralysis

When Following Rules Hinders Results

The Cost of Over-Processing

Frameworks and processes are designed to bring order and predictability to chaos. Yet, in many organisations, the pendulum swings too far. Instead of enabling progress, processes become roadblocks, stifling innovation and delaying solutions that could have been implemented weeks—or months—earlier.

A Tale of Two Approaches

Imagine two scenarios:

  1. The Expert’s Intuition: Someone experienced sees a technical issue, immediately identifies the root cause, and has a solution ready to implement.
  2. The Process Adherent: A team follows the process to the letter—logging, categorising, escalating, prioritising, waiting for approval… and three months later, arrives at the same solution the expert proposed on day one.

Which approach truly serves the business? And yet, time and again, the process wins out, not because it’s better, but because it’s there.

Why Does This Happen?

The root causes are often cultural:

  • Fear of Accountability: Processes spread responsibility thin, so no single person bears the brunt of failure.
  • Blind Trust in Systems: Processes are seen as infallible, and human judgment is devalued.
  • A Need for Consistency: Organisations crave repeatable outcomes, even if it means sacrificing agility.
The Human Cost

For technical professionals, this can be demoralising. Experts who have valuable knowledge are sidelined because they didn’t “follow the process.” Over time, this leads to disengagement and a reluctance to speak up. Why bother, if the process will always win?

When Processes Work—And When They Don’t

Processes are essential for:

  • Ensuring regulatory compliance.
  • Creating a baseline of quality in large teams.
  • Scaling operations efficiently.

But they fail when:

  • They block the use of expertise and intuition.
  • They become inflexible dogma, applied in situations where agility is needed.
  • The process itself takes precedence over delivering value.
Striking a Balance

Organisations must ask themselves:

  • Are we prioritizing process over progress?
  • Do our processes empower experts, or suppress them?
  • Is there room for bypassing processes when an obvious solution presents itself?
A Call for Pragmatism

The best organisations balance structure with flexibility. They recognise that processes are tools, not shackles. They empower their people to challenge the process when necessary and trust their expertise.

As leaders and professionals, let’s strive to create environments where intuition and knowledge are respected, and processes serve the business—not the other way around.