Here's one for the leaders of the organization. Here's some things to think about for the leaders. In my role as Santa, I have to cover thousands of kilometers and every little speed bump makes it harder for me to achieve flow. It makes it harder for me to deliver all of these presents and that also applies to all the processes we have in our wonderful factory creating lots of cool little toys, and gifts, and gizmos. So as a leader, you have many many objectives. One of the main ones is to "reduce friction" in your organization. Reduce friction in such a way, that the toys flow through smoothly and quickly without disruption. That they don't need exceptions. I have a general rule of thumb and that when I look at any process in the little elf factory like the new process for the new Buzz Lightyear doll or action figure (sorry, showing my age) I wanted 80% of those action figures to go through without any extra work on the side. At least 80%. So design processes with the people who have to run it in such a way that everything is smooth, and exceptions and intervention is rare but not eliminated. Notice I said I target 80%. The truth is most of the time I achieve 90 / 95%. But I don't target 90 / 95% for a simple reason. The more of the exceptional events you try to build into the process, the more complex the process becomes and the complexity of the process doesn't just help that 5% or 10% percent, that are maybe unusual or difficult, it slows down the other 90 / 95% as well. So 80% smooth 10% to 20% exceptions, that's a winning model by building your next Buzz Lightyear action figure.