The 17th Workshop on Social and Human Aspects of Business Process Management (BPMS2’24)
As part of BPM 2024
22st International Conference on
Business Process Management
September 1, 2024, Krakow, Polonia
Deadline for workshop paper submissions:
June 7, 2024
Photo: Andrzej Otrębski, CC BY-SA 4.0 <https://creativecommons.org/licenses/by-sa/4.0>, via Wikimedia Commons
The social and human aspects of Business Process Management (BPM) refer to the consideration of people within the framework of BPM practices. This encompasses how individuals interact with each other within business processes, how they are affected by those processes, and how their behavior and social interactions influence the design, management, and improvement of business processes. Here are a few key points:
At its core, BPM involves people. While processes can be automated, it's essential to design them with the users in mind, ensuring they are intuitive, efficient, and improve the work experience. This might in-volve ergonomic considerations, user experience design, and the reduction of cognitive load. AI-based assistants like ChatGPT and Alexa offer intuitive conversational interfaces, simplifying human interac-tion with business processes. The declarative interface of these assistants allows users to state out-comes rather than processes, placing the complexity of business process execution on AI, not the user. AI-based assistants consolidate multiple services and information sources to fulfil diverse user requests efficiently. AI assistants personalize interactions and adapt to user preferences, enhancing satisfaction and engagement.
Social Interactions and Platforms
Processes often require collaboration and communication between different stakeholders. Understand-ing the dynamics of these social interactions can help in designing processes that facilitate better teamwork, information exchange, and decision-making. Platforms, particularly social platforms, play a pivotal role in enabling these interactions by fostering environments ripe for value creation. They cata-lyze weak ties, which connect participants in a flexible, dynamic manner, facilitating the flow of infor-mation and innovation across the network. This can result in the organic, bottom-up definition of busi-ness processes, as opposed to rigid, top-down approaches.
Social production, encouraged by these platforms, allows for collective content creation and problem-solving, harnessing the diverse strengths and insights of a wide user base. It empowers individuals to contribute to the process design, leading to more robust and widely accepted processes. Additionally, the egalitarian nature of social platforms democratizes decision-making. Decisions can emerge from the collective rather than being handed down from a central authority, which can lead to more equitable and effective process outcomes.
The incorporation of these value-creating interactions opens new avenues for process design, bringing forth a more adaptable and innovative approach to BPM. It also signifies a shift in the involvement of human beings in BPM, moving towards more participatory, inclusive, and collaborative roles. This evolu-tion reflects a broader trend in organizational design, where processes are becoming more human-centric and aligned with the principles of social business.
The adoption of new processes or the transformation of existing ones often requires changes in the or-ganizational culture. Addressing human aspects involves managing the change process, including train-ing, support, and addressing resistance to change. Effective BPM requires strong leadership and en-gagement at all levels of the organization. Leaders must understand the social dynamics of their teams to foster a culture that supports continuous process improvement. Understanding what motivates em-ployees and designing processes that align with these motivators can improve job satisfaction and per-formance. This includes considering incentives and rewards systems. As processes evolve, so must the skills of the people who execute them. A focus on training, personal development, and knowledge man-agement is crucial.
Ethical Considerations, Diversity and Inclusion
BPM must be guided by ethical principles, ensuring that processes are fair, transparent, and do not ex-ploit or discriminate against any group of people. Processes should be designed to be inclusive, consid-ering the needs of a diverse workforce and customer base. The natural interaction with digital assistants makes business processes more accessible to all users, promoting inclusivity.