How to use Audits
The “meeting audit” is a technique coined by the Stanford D School. Once the meeting that is to be audited is identified the following should be taken:
- choose 4 standard measures and design 2 more
- create your tally sheet
- assign roles between you and a partner
- audit meeting, calculate results and review.
Termed by Harvard Law Professor Cass Sunstein, methods for cataloging the costs of “excessive or unjustified friction” to guide decisions about “when and how to reduce it”. These can be conducted using the following three steps:
- Implement “lookbacks” at existing burdens to see if the current “stock” can be justified and to eliminate those that seem outmoded, pointless, or too costly.
- Choose “the least burdensome method” for achieving organizational goals.
- Ensure that “the benefits of administrative burdens justify the costs”
Ask employees or customers to create flow-charts that track the movement of work throughout a system, and are useful for identifying places, people, and routines that slow things down, cause bottlenecks, damage quality, and exasperate employees and clients.