We do business in a results-oriented world. Our focus on growth is laudable for its clarity, but one of its downsides is that firms can lose sight of the process: how business gets done and the individuals or employees through whom results are achieved. This leads to compromised decisions and unethical behavior. It is not just what we accomplish that matters but also how we accomplish it.
In The Process Matters, Joel Brockner shows that managers have to do more than just meet targets and goals. They have to reach those ends in the right ways—with input, consistency, and accountability—if they want to effectively lead and manage in their organizations. Brockner discusses what goes into the right process, how it leads to better outcomes, why it is easier said than done, and how to overcome obstacles along the way.
Brockner demonstrates that a high-quality process often costs little and may not even require a great deal of time. In light of these facts, he considers the puzzling question of why good business practice doesn't happen more often. Brockner draws from various real-life workplace examples—from Jay Leno's departure (twice) from his TV show, to the improvement of shooting accuracy in the U.S. Navy, to the surprising results of layoffs in Canada. He also factors in a wide swath of studies to examine such issues as the importance of perceived fairness in the process, the management of organizational change, and the encouragement of a strong sense of self in those involved in decisions—in short, the ways that managers can bring out the best in their people.
Relevant to anyone who is in a managerial position—from the CEO on down—The Process Matters proves that seemingly simple differences in process can go a long way.
Joel Brockner is the Phillip Hettleman Professor of Business at Columbia Business School.
"[In The Process Matters, Brockner] suggests ways managers can include employees in the process while maintaining trust--and keeping the best workers."--BizEd Magazine
"[The Process Matters] is packed with examples from organizational settings. . . but, as Brockner contends, it is also relevant to anyone in an authority position, including parents, educators and politicians."--National
"One of the world's leading experts on organizational life shows us how to promote fairness and make change happen. With rigorous data and real examples,The Process Mattersdelivers insights that are both accessible and actionable."--Adam Grant, Wharton School, University of Pennsylvania and author of Give and Take
"This book makes an important contribution on the role of process. Managers should read this valuable work."--Max H. Bazerman, Harvard Business School and author of The Power of Noticing
"Drawing from the social psychology of fairness and justice, and the author's own leading research in this area, The Process Matters articulates the importance of process in managers' effective implementation of organizational decisions and policies, including successful organizational change. Engaging and authoritative, as well as rich in illustrative examples, this book will become the leading reference for years to come."--Roderick Kramer, Graduate School of Business, Stanford University
"The title tells it all: process matters. In this book, Brockner weaves together theories in new ways that provide both theoretical and practical insights. Made to be read by those who manage, this book's research is rock solid and applicable to the workplace and beyond."--Arthur Brief, David Eccles School of Business, University of Utah
Table of Contents:
1 Introduction 1
2 It's Only Fair 21
3 Making Change Happen: It's All (or at Least Largely) in the Process 53
4 Taking the Process Personally 123
5 For Ethicality, the Process Also Matters 184
6 A High-Quality Process: Easier Said Than Done 233
A The Change Implementation Survey 271
B Scoring Guide for the Change Implementation Survey 276
C Measure of Regulatory Focus 278
D Measure of Work Regulatory Focus 281
E Measure of "Openers" 283
F Allport-Vernon-Lindzey Values 284
G Measure of Moral Identity 286
H Measure of Emotional Reappraisal 288
Index of Names 305
Index of Subjects 311