Simple is the new smart

"Simplicity is the ultimate sophistication" - Leonardo  Da Vinci

If research administrators could distill the management and administration of grant portfolios and department operations into a single word, I imagine complex would be the most common endorsement. Some complexity is inherent in the profession and we will never be able to fully eradicate it - maybe that should give us all a bit of comfort related to job security with the rise of AI? 

However, I think a portion of the complexity that turns into real hassles that rob research administrators of time and contribute to unsustainable workloads is self-inflicted. Recently, I came across a book called Rework by Fried, Heinemeier, and Hanson, and one idea stuck out to me: “Workaholics miss the point, too. They try to fix problems by throwing sheer hours at them. They try to make up for intellectual laziness with brute force. This results in inelegant solutions.” For years this has been my modus operandi - work harder, longer hours and hope for the best. 

When I read this I got hung up on the words intellectual laziness, because I have felt like I have been anything but lazy over the course of my career! However, when I took a step back and realized why this triggered a reaction it turns out it resonates with me. When we don't give ourselves enough time to reflect, question, and create simpler solutions we end up working ourselves into a frantic state and do what is convenient and expedient in the moment... the result? Inelegant solutions that create or perpetuate more problems and more work. I find research administrators don't get to the point of making changes until we have reached a state of complete and total burnout, and only then is it out of necessity to survive another day on the hamster wheel.

To get to the other side, the way through this is by applying a Smart is Simple mindset to our reflections and approaches with respect to redesigning department systems and processes. The real bummer though is Simple is NOT Easy! Achieving ease and simplicity takes real effort. If our main goal is operational effectiveness, and I'm defining that very simply as not doing more work on our individual and aggregate tasks than is necessary to accomplish a good and complete work product, how might we go about this? What skills and attributes are necessary to insert into our thinking and approach that will render a simple, yet elegant solution?

• Start with empathy and accountability. A good solution should consider how it impacts individuals but simultaneously creates accountability.
• When considering technological leverage, focus on substance. Experimentation is fine, but to implement simple solutions we should qualify the acquisition, resources, and bandwidth it takes to put a new solution into practice and for it to start delivering value. What decisions, technologies and design elements will create a well-utilized, resilient eco-system in the short and long-term? Too little, too much, or the wrong kind of technology can derail your path to simplicity. The key to successful digital transformations is less about the number of tools, but the integration and coordination challenges across business functions, people, processes, and data. How will you maintain the technology you are implementing over time? What can you do to ensure succession if key stakeholders and implementation leaders depart?
• Democratization of data and information. When information imbalances exist, bottlenecks and gatekeeping are usually present and slow progress. Data, information, documented processes, standard operating procedures, and learning resources should be accessible to all, providing transparent role clarity.
• Prioritize people and build resilience. Most employees want to grow and have a clear career progression. All too often meaningful, on-demand staff training at the department level is non-existent - there is confusion around roles and responsibilities, and a lack of documented processes. Do you have a process(es) in place that if a key person were no longer able to perform a task in whole or in part it would trigger scrambling or a crisis? Are there ways to strategically invest in employee development and cross-training to build resilience? 
• Breakdown silos and force collaboration collisions. Academic research departments typically have several function areas: general operations (which includes IT), research administration, research implementation, and sometimes revenue generating activities like service centers. These functional areas are more interconnected than one might think and have overlap in many key processes. However, silos are common and a few key people hold vast amounts of knowledge that others must work really hard to obtain. Forwarding emails, hosting "lunch and learns" or staff meetings is not enough. You have to help people connect the pieces and break out of their silos.

This post poses challenging questions for department leaders, for which we may not have perfect solutions. Embrace the challenge. Don't use the difficulty of finding answers and simple solutions as an excuse to maintain the status quo. Reflection and action are the essential ingredients for achieving the desired outcomes. Let us be bold and untether ourselves from the old ways of doing things and build a better future.