Process is useful. It creates structure, makes work visible and helps people coordinate.
But as teams mature and trust grows, some processes become unnecessary. What once provided helpful support can become friction.
Process often compensates for low trust
When trust is low, organisations tend to introduce more controls:
- additional approvals
- detailed status reports
- frequent progress checks
- rigid handovers
- rules designed around exceptional failures
These may provide reassurance, but they also slow decisions and reduce autonomy. Over time, people may focus more on satisfying the process than achieving the outcome.
Continue reading High-trust teams need less process
