Kendall L. Stewart, M.D.
Why are leaders hesitant to do this?
Thankfully, this is not a process that leaders use every day. When disruptive behavior erupts, everyone hopes to deal with it quickly and forget it as soon as possible. Taking additional time to reflect on how the process might be improved during times of such discomfort is the last thing most leaders want to do. But no significant improvement occurs without some discomfort.
What is the case for doing it anyway?
Processes can almost always be improved, but the opportunities for improvement are only apparent when the process is tested in the real world. No matter how well thought out, processes usually reveal some flaws when they are actually used. This is particularly true when processes are used infrequently.
How can you do it?
1. Bring the participants together as soon as the process is complete. If you put this off, memories will fade and motivation will wither. The stakeholders will have limited interest immediately after this trying experience is over, but they will have zero interest three days later.
2. Include the person who was accused of behaving badly. He may decline to participate. He may be sarcastic or snide. But he may offer a helpful perspective in spite of his natural unpleasantness. Such people are hard to take seriously, but their ideas often have real merit.
3. Revise the process and document the changes if the suggestions make sense. If you put it off, you will likely forget this annoying task. When the next eruption occurs, you will be faced with the same flawed process again.
How have you improved your disruptive behavior process over time?