The Art of Braiding Human Relationships with Processes

In today’s rapidly evolving workplace, facilities management organizations must balance fostering meaningful human relationships and adhering to processes and procedures. While many view these two elements as separate—and sometimes conflicting—components of organizational success, the truth is that they must be interwoven seamlessly to cultivate a thriving culture.

The Interdependence of Relationships and Processes

Facilities management organizations are fundamentally built on two pillars: people and the frameworks that guide their actions. Human relationships form the backbone of trust, collaboration, and innovation. Processes and procedures, on the other hand, provide the structure and consistency needed to achieve strategic goals. The challenge lies in ensuring these elements reinforce rather than undermine each other.

An organization with excellent processes but strained interpersonal relationships may experience high turnover, poor morale, or lack of innovation. Conversely, one that thrives on personal connections but lacks clear procedures risks inefficiency, miscommunication, and operational chaos. The key is braiding these aspects together to create an ecosystem where people and systems thrive.

Why Human Relationships Matter

Humans are inherently social beings, and relationships form the cornerstone of any collaborative effort. When employees feel valued, respected, and connected, they are more likely to invest their energy and creativity into their work. Trust and camaraderie reduce workplace stress, encourage open communication, and enhance problem-solving capabilities. For relationships to flourish, leaders must cultivate psychological safety, encourage inclusivity, and prioritize empathy. This human-centric approach ensures employees feel heard, appreciated, and motivated to contribute their best.

The Role of Processes and Procedures

Processes and procedures are often considered rigid or bureaucratic, but when designed thoughtfully, they act as enablers rather than constraints. Well-defined workflows, clear expectations, and consistent practices give employees the confidence to navigate their roles effectively. Processes help minimize ambiguity, streamline decision-making, and ensure fairness across the organization. However, processes should not be static. They must evolve in response to changing needs, just as relationships do. Flexible, user-friendly systems encourage employees to embrace rather than resist them.

The Need for Integration

Successful facilities management organizations weave human relationships and processes together, recognizing that each strengthens the other. I recently completed a project that involved a university design and construction department and a university healthcare project management team that partner to manage the construction of all healthcare facilities on the campus. Both departments have project managers, and there are often issues regarding who is responsible for what. The two groups collaborated to create a Responsibility Matrix that clearly defines who leads and who collaborates at each step in the construction project, from project initiation to project closeout. The method used to develop the Responsibility Matrix was designed to enhance the relationship between the groups.

1. Co-Creation of Processes: Staff from both departments were included in process development. The process was broken down into four sections, and each section was assigned to a team of employees with representation from both groups. A third-party facilitator worked with the groups to document the steps necessary for successfully completing a construction project and then defined roles/responsibilities for each step.
2. Feedback Loops: When the teams were done drafting their sections, a day-long retreat was scheduled for all staff in both departments. The teams presented their draft to the group, and every employee was given the opportunity to provide feedback before the final draft was published.
3. Empathy-Driven Leadership: The leadership of both departments worked together to transparently communicate about why the responsibility matrix was necessary and how it benefits both groups by fostering trust. They showed compassion by openly addressing the relationship complexities between the two departments.
4. Training and Development: The retreat facilitator developed multiple project-based scenarios that the group worked through using the newly drafted Responsibility Matrix as a framework. This allowed the staff to practice active listening and conflict resolution using the newly developed process as a guide.
5. Celebrate Successes: The two teams worked to develop the Responsibility Matrix over one year. At the retreat, achievements reflecting strong teamwork and adherence to the new process were celebrated. This process development format addressed and cleared up many of the relationship issues that had previously occurred between the groups. Public acknowledgment of the successes achieved throughout the year reinforced the value of relationships and processes.

The Outcome: A Thriving Culture

When human relationships and processes are harmonized, facilities management organizations unlock their full potential. The employees of both departments involved in the creation of the Responsibility Matrix feel connected and supported, while the organization benefits from consistency and scalability. This integration created an environment where innovation flourishes, challenges are met with resilience, and people are empowered to do their best work.

In the long run, braiding relationships with processes not only enhances organizational culture—it becomes the foundation for sustained success. By viewing these elements as complementary rather than competing forces, facilities management organizations can use process development to enhance relationships and use accurate and updated processes to fall back on if there is a relationship issue. A braid is always stronger than a single thread.

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Lindsay Wagner, PhD, is the owner of The Knowledge Collaborative in Lake Havasu City, Arizona. She can be reached at [email protected]. If you would like to contribute to this column, please contact Lindsay directly.