Success with process workshops: A guide for moderators

Imagine a restaurant trying to optimize their menu to make the best dishes while improving kitchen processes. To achieve this, a detailed plan is needed that covers all aspects of the cooking process. This is a great example for understanding the document pyramid.

The basis for success: The document pyramid

In order to create successful process documentation, it is helpful to imagine the pyramid of documents — like a detailed recipe book for the kitchen. The pyramid provides the structure in which the various levels of process documentation are systematically arranged. Each level builds on the previous one and helps to create accurate and actionable documentation.

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Let's apply our example specifically to the four levels:

Level 1 — Process Map:

• What is that? The process map corresponds to the overall picture of the restaurant business. It shows the main areas such as purchasing, preparation, service and cleaning.

• Why is that important? This overview helps to understand the interrelationships between the most important high-level processes and helps employees navigate the right business processes.

Level 2 — Process overview:

• What is that? At this level, the main areas are divided into sub-processes, such as preparing the ingredients, cooking and serving the food.

• Why is that important? This more detailed overview makes it easier to understand the individual steps and processes within the main areas by dividing them into smaller, manageable parts. With the process overview, the employee also has the opportunity to see what kind of knowledge and information is actually available in the relevant area.

Level 3 — Process description:

• What is that? Here, a sub-process is described in detail, such as the exact preparation of a dish, including the steps from recipe to final presentation.

• Why is that important? This detailed description ensures that every chef understands the instructions exactly and that the dish can be prepared consistently and in high quality.

Level 4 — Work instructions:

• What is that? This level includes practical, tabular instructions for each individual work step, such as the exact quantity of ingredients, cooking times and the arrangement of ingredients. On this level, for example, pictures can also be taken for further explanation.

• Why is that important? The work instructions ensure consistency and clarity in carrying out daily tasks by providing concise and easy-to-understand steps.

With this recipe book in mind, it becomes clear how each level of the document pyramid helps to optimize processes in the restaurant. The pyramid provides a clear structure for reaching from an overall overview of detailed sub-processes to specific work instructions. It serves as a guide for effective documentation and continuous improvement of processes.

And now imagine being able to apply this structured approach to all processes in your company. The clear structure of the pyramid can help you simplify and optimize even complex processes. How cool would it be if every department — from marketing to production to customer service — could work with this method to improve their processes? This would not only be an advantage for efficiency, but also for clarity and satisfaction among employees and throughout the company.

The influence of human-centered process descriptions in everyday working life: From theory to tangible benefits

The theory of the document pyramid provides a clear structure for documenting and improving processes, from an overall overview to detailed work instructions. But how do you effectively put this theory into practice and convince employees of its value? The key is to make clear the personal benefits of human-centred process descriptions. The acceptance and use of a human-centred process description depends heavily on how well employees recognize the personal and practical added value. It is not enough just to present the theoretical advantages — employees must also see how the new processes can actually improve their day-to-day work.

The 3 biggest advantages of human-centered process descriptions

1. Flexibility and adaptability

• Practical relevance: Human-centered process descriptions are designed to reflect the reality of work processes. This enables flexible adjustment to actual conditions and ensures that the documentation is directly applicable.

• Adaptability: Employees can contribute their own experiences and suggestions for improvement. This makes it easier to continuously optimize processes and creates a dynamic working environment in which changes can be implemented quickly.

2. More transparency and comprehensibility

• Simplicity: By taking into account the language and perspective of users, processes are described more clearly and comprehensibly. Complex processes become comprehensible and have a better impact on everyday working life.

• Communication: Clear and comprehensible documentation improves communication between teams. All parties involved develop a common understanding of the processes, which strengthens cooperation and reduces misunderstandings.

3. Higher acceptance and employee satisfaction

• Employee Involvement: When employees are actively involved in creating and optimizing process descriptions, they feel valued and taken seriously. This increases acceptance of the new processes and promotes identification with the system.

• Motivation: The ability to directly influence their work processes increases employee motivation and engagement. They immediately recognize the benefits of the new processes and are more willing to implement and further develop them.

From concept to practice: Implementing and empowering employees through process workshops

Now that the benefits of human-centered process descriptions have become clear, the question is: How do you teach this method to employees? The answer lies in practical implementation through targeted process workshops that provide employees with the necessary skills.

Process workshops are the key to putting theory into practice. In these interactive sessions, employees not only learn the theoretical principles of process documentation, but also apply them directly to their own work processes.

Setting up a process workshop

In the process workshop, you start by structuring the relevant processes of a division on level 2 of the document pyramid. A moderator will help with this, who will lead the workshop and guide you through the entire process. First, the processes and procedures at medium altitude are examined and collected in order to obtain a comprehensive picture. For example, sales teams could discuss and structure the steps of “qualify a contact,” “create an offer,” and “accept an order.”

As soon as around 80% of the most important everyday activities are identified as processes, an exemplary process is described in detail. This description is given on level 3 of the document pyramid and includes all necessary sub-steps to make the process understandable and feasible for other employees.

The seven goals of a process workshop

1. Empower employees
Process workshops are the key to the practical implementation of theory in everyday working life. Here, employees learn how the management system is structured and what level of detail is required at which level. The workshops make it clear how to translate theoretical knowledge into concrete, action-oriented processes that make everyday work easier.

2. Acceptance and Support
Fears and uncertainties about process modelling are dispelled through direct participation and practical explanations. The workshops show that no special training is required to successfully describe processes, which significantly increases acceptance and support for the new systems.

3. Cultural adjustment
By actively involving employees in designing new systems and processes, cultural adjustment is facilitated. The workshop promotes acceptance and integration of the new methods by giving employees the opportunity to contribute their own ideas and experiences.

4. Create common understanding
Workshops promote a common understanding and vision of the management system. This collective understanding strengthens employee motivation and commitment, as everyone involved is working towards the same goal and has a common vision of the future way of working.

5. Take responsibility
The workshops place responsibility for process design and documentation directly in the hands of the specialist departments. This speeds up implementation and makes the management system more efficient, as the departments can now work independently and responsibly.

6. Create templates
A central result of the workshops is the creation of a detailed second process level and a third level described as an example. These templates serve as a basis for further process descriptions and provide guidance for continuous documentation and optimization.

7. Documenting lived processes
The practical experience of employees flows directly into the process documentation, which leads to realistic and practical processes. The workshop promotes teamwork and exchange between employees and enables the direct identification and solution of problems.

The key role of the moderator: How a structured process workshop becomes a success

Together, these seven goals make a process workshop an indispensable tool for not only understanding the management system, but also for actively and successfully designing it. And who ensures that the process workshop is a success? This is where the role of the presenter comes in. He assumes responsibility for the structured and targeted implementation of the workshop, acting neutrally to promote cooperation and exchange between participants.

The facilitator's main tasks include clearly communicating the workshop agenda and ensuring that all participants understand the goals and process. He guides the group through the process of identifying and structuring the relevant processes and ensures that discussions remain focused and that all necessary topics are covered. He moderates the discussions to ensure balanced participation of all participants and to clarify possible conflicts or disagreements.

Another important aspect is supporting and empowering participants. The moderator helps employees find their way around the process management system and provides them with the necessary expertise to document and improve their own processes. This also includes overcoming fears and uncertainties regarding process modelling by promoting an understanding of the methodology and enabling employees to actively contribute to process improvement.

Overall, the moderator ensures that the workshop is productive, the desired results are achieved and that the participants remain motivated and engaged. Through his role as mediator, supporter and documenter, the moderator makes a decisive contribution to ensuring that the process workshop is a success and that the developed process descriptions offer real added value for all participants.

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