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Process Paralysis is a stoppage in a process performance, which is caused by certain reasons – usually they refer to administrative inefficiencies, for example: the process executors don’t have a sufficient level of the decision-making resource to keep their process going through certain critical points, so they need to address their management representatives for their managerial input, but they (process managers) appear unachievable at that moment – this leads to impossibility of driving a process further and makes performers to cease it until they can receive some instructions from their supervisors. Postponing of a process performance can obviously incur loses to a company, as far as business conditions may require developing solutions rapidly and implementing them immediately.
Process paralysis is a frequent occurrence in organizations where:
- Bureaucratic, rigid, and inefficient business process procedures are employed;
- A number of administrative barriers segregate process managers from process executers;
- Process performance methods and process management hierarchy are poorly documented;
- Risks on the processes are poorly studied, assessed and hence inadequately managed;
- Process variability is not estimated, recognized and accepted;
- Process participants lack specific process knowledge, are poorly supported in terms of necessary information, and don’t have appropriate level of authority to quickly resolve a number of likely administrative issues;
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