In every team, sooner or later, the eternal question arises: what matters more — the process or the result? And every time, it feels like two camps arguing.
On one side are those who believe only in results. "If it must be done, we'll do it." At any cost. Processes, rules, agreements? Just brakes slowing things down. From the outside, this often looks like heroism: people working day and night, putting out fires, pulling projects through, doing the impossible. But behind the first heroic sprint usually comes the second, third, tenth... And then — burnout, mistakes, and complete unpredictability.
On the other side are the process devotees. Where every move must go through ten approvals, and a small step to the side turns into a week-long adventure. Speed is sacrificed to rituals. Initiative disappears because it's easier to do nothing than to fight bureaucracy.
I wandered between these extremes for a long time and realized: the answer isn't in theories but in real stories.
Story One. When Process Slowed Us Down
A strong developer joined our team. But instead of speeding things up, he got stuck in endless code reviews: the reviewer stubbornly rejected his code, insisting on the "only true" approach. An important feature for the client stalled, and nerves were stretched thin.
We decided to stop fighting in comments and simply got together: developer, reviewer, and tech lead. In one conversation, we found a compromise and unblocked the task.
And then we realized: the problem wasn't the people but the hole in the process. We introduced a simple rule — if two engineers can't agree, the decision goes to a short call with the team lead. His word is final. From then on, disputes stopped dragging on, and code review went back to what it should be — growth and quality.
Story Two. When Process Saved the Team
After a release, the client came back with harsh criticism: "This is not at all what we wanted!" The team tensed up: here we go, everything will have to be redone.
But instead of panicking, we turned to the process. We pulled up call transcripts, task descriptions with client approvals, emails marked "OK". It turned out we had delivered exactly what was requested — but the client's expectations at the start were too vague.
We calmly showed all the artifacts. The emotions faded, the conversation shifted to constructive mode. In the end, we clarified the requirements, formalized a new spec, and made the changes — at the client's expense. The process not only protected the team but also made our relationship with the client stronger and more honest.
What I Learned
For me, the key is the principle of "rational sufficiency." If an action repeats more than a couple of times — it needs a process. But a process must stay alive. It must help, not hinder.
And if someone in the team circumvents the rules — that's a signal. Either the process is outdated, or it's incomplete, or it's too slow for real life. And such detours aren't a reason for punishment but a chance to improve the system.
Why Good Processes Aren't Bureaucracy
- They protect against mistakes, even when everyone is having a bad day.
- They give clarity: what to do, where the problem is, who is responsible.
- Most importantly — they free up energy for real work. So people can spend effort not on chaos but on what actually matters.
Key Principles for Process Management
- Rational sufficiency: Only create processes for repeated actions
- Living processes: Processes must evolve and adapt to team needs
- Protection, not restriction: Good processes protect teams from chaos
- Continuous improvement: Use process violations as opportunities to improve
- Balance: Find the sweet spot between structure and flexibility
Best Practices for Team Processes
- Start simple: Begin with basic processes and evolve as needed
- Regular review: Periodically assess if processes are still serving their purpose
- Team input: Involve team members in process design and improvement
- Documentation: Keep processes clear and accessible
- Flexibility: Allow for exceptions when circumstances require it
Final Thoughts
I came to understand: the debate "process or result" is meaningless. Because good processes are the only way to get results consistently — without heroics. They don't kill initiative, they direct it. They don't limit, they create a safe and predictable space where the team can work calmly and confidently.
That's how strong, resilient teams are built — the kind that can deliver again and again.
And you — which side are you on?
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