The Process Matters
Engaging and Equipping People for Success
by Joel Brockner
“Drawing from the social psychology of fairness and justice, and the author’s own leading research in this area, The Process Matters articulates the importance of process in managers’ effective implementation of organizational decisions and policies, including successful organizational change. Engaging and authoritative, as well as rich in illustrative examples, this book will become the leading reference for years to come.”
Have you ever poured your energy into a project, hit every target, and still watched team morale plummet? Or announced a necessary change, only to be met with a wall of resistance and suspicion? We live in a results-obsessed world, constantly tracking KPIs and celebrating the "what." But we often forget that the "how" we get there can make all the difference. This is the crucial insight at the heart of Joel Brockner's "The Process Matters: Engaging and Equipping People for Success."
Many leaders instinctively believe that if the outcome is good—a successful product launch, a profitable quarter—the team will be happy. But as Brockner, a professor at Columbia Business School, demonstrates, this is a dangerous oversimplification. People aren't just cogs in a machine; they are deeply attuned to the fairness and respect embedded in the processes they experience. A team might despise a wildly successful manager if they feel their voices were ignored, decisions were arbitrary, and the path to success was littered with broken trust.
This summary unpacks Brockner’s powerful argument that focusing on how you do things isn’t just a nice-to-have, it’s a strategic imperative. It's the key to unlocking discretionary effort, fostering genuine buy-in, and building a resilient organization that doesn't just win, but wins the right way.
What You'll Learn
Why a Fair Process Can Be More Important Than a Favorable Outcome: Understand the psychology of why employees will often accept an undesirable result if they believe the decision-making process was just.
The Four Pillars of Procedural Fairness: Learn the essential ingredients for creating processes that build trust and engagement.
How to Manage Change Without a Revolt: Discover why the way you implement change is the single biggest predictor of its success.
The Link Between Process, Ethics, and Performance: See how a fair process naturally discourages unethical behavior and boosts individual and team productivity.
The Great Disconnect: When Good Results Feel Bad
We’ve all seen it happen. A company announces record profits right before a round of layoffs. From a purely financial standpoint, the decisions might be logical. But for the employees who remain, the experience feels jarring and unfair. The what (profitability) is overshadowed by the how (the perceived coldness and lack of consideration in the layoff process).
Brockner introduces us to the core of his work: the concept of procedural fairness (or procedural justice). It’s a simple but profound idea: people's perception of fairness is shaped more by the quality of the process than by the outcome itself. Think about it. If you lose a promotion to a colleague but you know the selection process was transparent, the criteria were clear, and you had a chance to make your case, you're likely to accept the decision and remain motivated. But if you lose out and suspect favoritism or backroom deals, your engagement will crater, regardless of the other person's qualifications.
This isn't just about making people feel good. It has tangible business consequences. When employees perceive a process as unfair, they are more likely to disengage, reduce their effort, mistrust leadership, and even actively sabotage initiatives. Conversely, a fair process, even when it leads to a personally disappointing outcome, can enhance loyalty and maintain motivation.
One of the most striking examples Brockner uses is the tale of two plant closures by the same company. At the first plant, the announcement was abrupt, communication was minimal, and employees felt discarded. The result was chaos, including acts of sabotage. At the second plant, the manager, foreseeing the closure, gave employees ample notice, explained the business reasons transparently, and offered extensive support. The outcome was the same—the plant still closed—but the process was radically different. In this second plant, productivity remained high until the very last day. The process mattered more than the outcome.
The DNA of a Fair Process
So, what does a fair process actually look like? It’s not about endless meetings or consensus on every decision. Brockner breaks it down into clear, actionable components. These are the building blocks leaders can use to design and implement any initiative, from a small team restructuring to a company-wide strategic pivot.
A high-quality process makes people feel seen, heard, and respected. It sends a powerful message: "You are a valued member of this group." This sense of belonging and psychological safety is what transforms a group of individuals into a cohesive, high-performing team.
Core Concepts Defined
Procedural Fairness: The perceived fairness of the methods and procedures used to make decisions. This is the "how." It’s about transparency, consistency, and giving people a voice.
Distributive Fairness: The perceived fairness of the outcomes or results. This is the "what." Who got the raise? Which project got funded? Brockner argues we often over-focus on this at the expense of procedural fairness.
Interactional Fairness: The perceived fairness of the interpersonal treatment people receive as procedures are enacted. This involves treating people with dignity, respect, and empathy. A manager can have a perfectly designed process but ruin it with a condescending tone.
Voice: The opportunity for individuals to express their opinions and concerns, even if they don't get the final say. Simply being asked for input signals respect and is a cornerstone of procedural fairness.
Leading Change: From Resistance to Resilience
Nowhere does the process matter more than in managing organizational change. Change inherently creates uncertainty and anxiety. Employees’ natural reaction is to ask, "What does this mean for me?" When leaders focus only on the strategic rationale for the change ("We're doing this to increase market share"), they fail to address the human element.
Imagine your company is implementing a new software system. The typical rollout involves an edict from the top, a mandatory training session, and a hard cutover date. The process is designed for efficiency, not engagement. The predictable result is that employees resist, find workarounds, and complain that the old system was better.
A "process matters" approach would look different. A small cross-functional team of actual users might be involved in selecting the software. Leaders would host Q&A sessions to explain not just what is changing, but why, and openly discuss the anticipated challenges. They would give people a voice in the implementation timeline and provide robust support. This approach doesn't guarantee everyone will love the new system instantly, but it dramatically increases the odds of adoption and success because the team feels a sense of ownership and respect. The process itself becomes a tool for building buy-in.
For example, a manager planning a departmental reorganization could get her team together and say, "We need to restructure to meet new client demands. Here are the constraints and the goals we need to hit. How can we best design our roles to achieve this while making sure our work remains engaging?" By giving the team a voice within clear parameters, she transforms a potentially threatening event into a collaborative problem-solving exercise.
Quick Start Guide: Putting Fair Process into Practice
Ready to make your processes matter? Here’s a quick-reference guide to apply Brockner's principles immediately.
Amplify Voice: Before making a decision that affects your team, consciously ask for their input. You can use surveys, one-on-one conversations, or team meetings. Remember, giving voice isn't the same as giving a vote. Simply being heard is powerful.
Explain the "Why": Never announce a significant decision without clearly explaining the rationale behind it. Connect the dots for people. How does this decision support the team's or company's goals? A lack of explanation will always be filled with negative assumptions.
Be Consistent and Transparent: Ensure that the rules apply to everyone equally. If you have a process for assigning projects or approving vacation time, make sure it is clear, understood, and followed consistently. Avoid the perception of favoritism at all costs.
Show Respect (Especially with Bad News): When delivering difficult news, such as negative feedback or news of a layoff, the quality of the interaction is paramount. Be direct, empathetic, and treat the individual with dignity. This is where interactional fairness truly comes to life.
Conduct a Process Autopsy: After completing a major project or initiative, don’t just debrief the outcome. Debrief the process. Ask the team: "What part of our process worked well? Where did we feel frustrated or unheard? How can we make our collaboration smoother next time?"
Final Reflections
"The Process Matters" provides a compelling and evidence-backed case that leaders must shift their focus from a singular obsession with outcomes to a more holistic view that elevates the importance of how work gets done. Joel Brockner's work is a powerful reminder that fair, transparent, and respectful processes are not "soft skills"; they are fundamental drivers of engagement, ethical behavior, and sustainable success. By treating process as a strategic tool, you can build a culture of trust and unlock the full potential of your people, even when navigating difficult changes or disappointing results.
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