ABSTRACT
Broadly, process analysis involves a commitment by a group of people to a shared description and evaluation of all aspects of their relationships, Consequently, the efficacy of a system’s process orientation relates to its competence, whether that system is an individual, a small group, or a large organization, A large organization, for example, must be able to achieve its objectives, to maintain its internal environment while doing so, and also to adapt to its relevant external environment in order to exert necessary control over it. In the competent organization, Argyris proposes, its processes of carrying on these core activities tend to yield five outcomes (1970, pp. 36–37):
The information needed to cope with the diverse factors relevant to the core activities will be both available and understandable to organization members who need that information.
The information needed to cope is in such a form as to be usable.
The system can afford the cost of gathering, understanding, and using the information.
Problems are solved and relevant decisions are made and implemented in ways that neither create additional new and similarly grave problems nor induce the recurrence of the original problem.
The four consequences above are accomplished while increasing—or at least while not decreasing—the capacity of system members to solve problems, make decisions, or take implementing actions.
