Executive
Summary Tour |
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Directions: |
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Click on the first line of this itinerary. Then scroll
through that page. At the bottom of the page will be an icon
you can follow --either back to this itinerary or follow the
next page on that tour. |
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Decision Process Background
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This tour discusses the decision process
backdrop, what to watch out for, and how to handle major
difficulties. |
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These points illustrate the unique context
of decisionmaking in Reclamation.
- Reclamation's role.
- As an agency in the executive
branch, Reclamation's purpose is to enhance the quality
of life of the people served--environmentally and economically.
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- Defining Success.
- Success isn't whether we build a facility, it's whether
we meet people's needs, taking into account their diverse
values.
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- Decisionmakers
- Who will make and take responsibility for decisions
needs to be agreed on.
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Decision Concepts
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Bring these concepts out of the background
and conscientiously use them to solve problems. |
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- Communication
- The nexus of the process--it brings everyone and everything
together to focus all participants'
efforts on getting the job done without surprises.
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- Partners
- Provide the resources, spread the
risk, and ensure support.
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- Consensus/Consent
- Everyone is not going to agree wholeheartedly. Focus
on the opposition and work with their concerns to gain grudging
acceptance.
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- Politics
- The game of power cannot be ignored or black boxed. Political
concerns and influences are an intregal part of the process.
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- Policy
- The philosophy behind our actions and role.
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- Agendas
- Overt as well as hidden agendas
need to be explicitly considered.
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- Priority
- Not all priority ones require or get the same resources.
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- Risk
- Recognizing everyone's risks allows participants to understand
what's at stake and work together.
- Change
- To succeed, plan for and work with the only constant.
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- Hurdles Chart
- Ways to apply the concepts covered above.
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Decision Process Steps |
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These steps consciously apply a systematic
process instead of taking one for granted or reacting to the
situation. Using decision analysis
will help tailor these actions to the process. There is nothing
sacred about the number of steps--only the actions required.
In fact, most of these steps will be applied simultaneously--use
worksheets to hang concepts at the
right step to get an overall view. |
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The decision process is not linear--you
may reach the same point but at a different level of detail.
This is not a lock-step process. Rather, as in driving,
the steps flow together into a smooth
action. |
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- Before Funding
- Identify problems and examine contexts to get funding
and authority.
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- Before Starting
- Make sure the problem is defined, the context and ground
rules are agreed upon, and players are in place.
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- Step 1: Needs.
- Examine the existing knowledge base and gather additional
necessary data. Identify the area of influence ( problemshed
), the existing limitations (legal, physical, etc.), and the
issues and concerns through public involvement
and scoping. Catalogue the various
perceptions of needs from various publics.
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- Step 2: Objectives.
- Determine the objectives (those needs that your process
may help to meet). You may need to spend some time separating
out underlying real needs from stated
positions. The rest of the decision process will focus on
meeting these objectives.
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- Step 3: Resources and constraints.
- Figure out what you have to work with and what the boundaries
of the study are. Determine the relationships and influences
between available resources (physical, social, and political).
These resources provide a reality check---
they determine how you will be able to meet the objectives.
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- Step 4: Options.
- Brainstorm options or components of solutions. These
will provide multiple ways to address each objective. Consider
all options presented at this point--they'll be winnowed down
later.
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- Step 5: Screening criteria
- Determine standards that each option must meet in order
to work and weed out fatal flaws.
Apply the criteria to each option consistently to develop
a set of viable options.
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- Step 6: Alternatives
- Combine options to form alternatives. Develop a wide
range of alternatives, including no action. Check each alternative
to ensure that it meets the objectives.
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- Step 7: Evaluation
- Develop evaluation criteria to rank the alternatives.
Perform analyses and weigh tradeoffs to compare alternatives.
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- Step 8: Selection
- Present the analyses to the decisionmaker and the public.
The decisionmaker then selects a workable alternative and
explains the rationale to the public.
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- Step 9: Implementation
- Identify and fund responsible implementors to carry out
the decision. Find and communicate with newly affected and
interested publics.
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- Step 10: Follow up
- Make sure the solution continues to work by providing
for maintenance and operation of physical structures and administration
of institutional solutions. Examine the situation and modify
the solution when necessary. Afterwards, discuss the decision
process and let others know what worked and what didn't. Carry
these lessons over into future problem-solving efforts.
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- Celebrate Success
- You deserve it.
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- End Tour
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Go On |
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