In order to improve group productivity, all the members need to adopt so that everyone can aid in the work progress. What is needed is a group evolution in which the team will collectively enable its members to propose improvements to current processes with the intent of exploring opportunities and handling threats that are present in the environment. In order to do this, people’s skills must be advanced as well theircold-calling process for instance, and identify you and your co-workers follow:
Tasks that tend to be repetitive and not directly contributing to the output. Task repetition, using precious time and resources, to reproduce the customer environment when it is only done to satisfy one’s curiosity or abide by a long-standing practice. Other examples may include something as petty as diagram printing of customers only to throw them after you’re done with the call.
Interacting with members that only serve company protocol. In a tiered group there are practices of getting second opinions or suggestions that won’t lead to adding any value to the issue. Their existence may only be there to satisfy a certain protocol, but it does not necessarily mean that it’s part of company policy. For instance, if you belong to a first-level tier, it may be common practice of letting your upper tier know that you’re about to give out explanations or solutions, but it doesn’t mean that company policy dictates that you have to. In short, it does nothing to contribute to the end result.
Abiding with documentation requirements with no value. Documentating all actions and interactions when such information will not add any value to the issue. There are groups who conduct unnecessary documentation and enter info that are irrelevant to the case and at times, even counterproductive. Their notes are filled with so much text that it’s hard to read the issue notes quickly and resolve the case’s technical issues.
These items are not exhaustive, but happen very often in groups. Once these informal processes are identified, you’ll have to find ways to cut them down to avoid wasting resources and learn to carry on without it. Sooner or later your modifications will garner favorable results then you can begin sharing them with your colleagues and management.