The reason for EPOC "is the general disturbance to homeostasis brought on by exercise" (Brooks and Fahey, "Exercise physiology. Human bioenergetics and its applications", Macmillan Publishing Company, 1984).
In the next few days, inspired by different readings, I began thinking of process as the company's homeostatic system.
I've often claimed that companies have their own immune system, actively killing ideas, concepts and practices misaligned with the true nature of the company ("true" as opposed to, for instance, a theoretical statement of the company's values).
However, the homeostatic system has a different purpose, as it is basically designed to (wikipedia quote) "allow an organism to function effectively in a broad range of environmental conditions". Once you replace "organism" with "team", this becomes the best definition of a good development process that I've ever (or never :-) been able to formulate.
It is interesting to understand that the homeostatic system is very sophisticated. It works smoothly, but can leverage several different strategies to adapt to different external conditions. In fact, when good old Gerald Weinberg classified company's cultural patterns on the 1-5 scale, he called level-2 companies "Routine" (as they always use the same approach, without much care for context), level-3 "Steering" (dynamically picking a routine from a larger repertoire) and level-4 "Anticipating" (you figure :-). Of course, any company using the same process every time, no matter the process (Waterfall, RUP-inspired, XP, whatever), is at level 2.
For instance, if we find ourselves working with stakeholders with highly conflicting requirements and we don't apply a more "formal" process based on the initial assessment of viewpoints and concerns (see, for instance, my posts Value and Priorities and Requirements and Viewpoints for a few references) because "we usually gather users stories, implement, and get feedback quickly", then we're stuck in a Routine culture. Of course, if we always apply the viewpoints, we're stuck in a Routine culture too.
Well, there would be much more to say, especially about contingent methodologies and about congruency (another of Weinberg's favorite concepts) between company's process and company's strategy, but time is up again, so I'll leave you with a question. We all know that some physical activity is good for our health. Although high-intensity exercises bring disturbance to homeostasis, in the end we get a better homeostatic system. So the question is, if process is the company's homeostatic system, what is the equivalent of good training? How do we bring a dose of periodic, healthy disturbance to make our process stronger?