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It is difficult to assess this tradeoff since so many factors are involved, so here is one principle which may be orthogonally helpful: only allow processes to be implemented which are specifically desired and put into place by those who will be directly involved in using it. Often, managers and executives suggest process because it will help them better command, control, coordinate, or communicate. New process should never be implemented in the service of these goals, because its benefit is illusory and often highly overestimated: managers can perceive its benefits to them, but because they are at least one (or more) levels removed from the direct operation, they do not perceive its true costs.