Human Approaches should focus on inputs, processes, and outcomes. Just note this is a cycle, and then repeats after the last step:
Strategies, resources, or experiences help provide “quality” results. The right inputs helps align everyone with an overall purpose.
Therefore, let’s take an example where a CFO of a company has to manage different functions of an organization. Each function has different impressions (or styles), and it is paramount that he/she optimizes them, whether it is Treasury, Tax, Investor Relations, FP&A, Accounting, and/ or Controllership.
The CFO, in order to maximize the company’s resources and capabilities, must place the proper controls that help employees reach a common organizational goal. It is the CFO’s responsibility to find common ground with all of his workers, respect their values, all while influencing his “style” (note that “influence” is different than “manipulation”). Only then, would he/she be able to use the inputs into a centralized and consistent process.
In this phase, you have perception and decision making procedures. Perception is the cognitive process that enables us to interpret our surroundings. Because experiences precede someone’s “style” of work, we can learn a company’s overall direction by a leader’s personality.
For instance, let us take the logic of two different types of personalities and its effect on processes, while providing a conclusion- Assertive and Aggressive:
If outcomes lead to maximizing value, then best practice can be leveraged for future operations. However, if wrong inputs and processes occur, there would be cognitive dissonance between the desired vs. actual outcomes. Therefore, Human Approaches should align with the simple fundamental objectives of sustainable competitive advantages and value creation to maximize potential outcomes.