The Work-Around Culture:
Unintended Consequences of Organisational Heroes
Definition
• A “work-around,” is “an improvised method to circumvent an obstacle, but which does not eliminate the obstacle.”
• Work-around cultures are environments where employees work around obstacles that arise to meet the demands of the moment but never make improvements to meet the demands of the future.
Overview
• ‘Work-around cultures’ are pervasive • Work ‘Hero’• Costly in financial and human terms. • The solution is a continuous improvement
culture • Manager responsiveness • Problem-solving efficacy.
Characteristic Obstacles
• Work-arounds can be categorized based on – The characteristics of the obstacle • Rules/processes/procedures• Tools/skills/resources
– Employee awareness• Conscious of the obstacle, Rules, SOP’s, SLA’s etc• Unaware
Work Arounds
• The work-arounds that employees are conscious of involve– Bending the rules– Patch-its
• Work-arounds that employees are not aware of include – Unintentional noncompliance and – Creative solutions.
Work Arounds-Costs
• Patch It’s– Increasing error – Wasting resources– Employee burnout– Reinforces the wrong culture
• ‘Bending’ the Rules – Contractual non-compliance – Legislative non-compliance
Work Around-Benefits?
• Meets immediate needs (SLA’s)?• I am being effective?• Staff fully utilised?• Keeps clients happy?• Doesn’t require involving managers? • Badge of Honour?
Reporting Problems
• Not always ill-advised• May be the optimal course of action• Managers need to know • Willingness to report problems• Management availability• Managers approachability
Low
Employee BurnoutWorkaround Workaround
Culture Culture
“Satexciting” Hero Culture Hero Culture
Reduction in underlying causes
of problemsImprovementImprovement
Orientated CultureOrientated Culture
“Whiny” Employees may overwhelm
OrganisationCynical CultureCynical Culture
Problem Solving Cultures
Cumulative Cost of the Problem
Man
ager
Res
pons
iven
ess
High
High
Take Aways
• Work Arounds costly i.t.o. time and money• Communication solves reporting problems• Be responsive to staff reports • Hard Workers ≠ Good Workers