Here is the prompt:

There are often two different process maps for an organization: "IS" versus "SHOULD." According to Rummler & Brache (2013), "The net message is that, over the long haul, strong people cannot compensate for a weak process. All too often, management relies on individual or team heroics to overcome fundamentally flawed processes" (p. 45). By keeping multicultural and diversity in "mind", if employees are expected to pull off a herculean feat, which process map should be adjusted? How will these adjustments support the employee's efforts?

Reference:

Rummler, G. A., & Brache, A. P. (2013). Improving performance: How to manage the white space on the organization chart (3rd ed.). Wiley.

Here is my classmates response:

When considering this question and centering multiculturalism and diversity, my initial thought was "Why would we expect employees to pull off a herculean feat?". If an organization is setting SMART goals, they should be realistic and obtainable not herculean. To avoid placing employees up against herculean feats, an organization would need to adjust the "IS" process. The "IS" process outlines the current state of operations and adjustments to these processes may reallocate resources or performance responsibilities more equitably. This adjustment may also require revision to the organization's goals to make them more attainable. A realignment of the "IS" process may also identify pinch points that can be eased by increasing cross departmental collaboration, again distributing the performance expectations across human resources.

If an organization is firm on its goals or unable to alter them due to environmental factors or customer expectations, the "SHOULD" process must be adjusted before the onset of the project. As Rummler and Brache (2013) indicate, the "SHOULD" Process Map reflects a disconnect-free workflow. Establishing this process before engaging in any work will ensure that the organization has sustainable access to all the inputs necessary to achieve the desired outputs without exhausting their Performer Level teams.

Discussion Question: Considering the organization you are completing the analysis on for your Signature Assignment, which of the three processes presented by Rummler and Brache (2013) is most established within the organization? What indicators are present in that process that support its effectiveness? Are any of the three processes in need of improvement? If so, how do the shortcomings in that process impact effectiveness across the other two processes?

What is a thoughtful response I could provide to my classmate?