Step
4 Developing Options |
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With the needs/objectives,
and resources/constraints in mind, we
can now brainstorm options.
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Purpose
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- To find as many options as possible
- To develop a broad set of options that cover all bases
and avoid later surprises
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Why?
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Think about new solutions.
Everything that can be invented has been invented.
-- Charles H. Duell, Commissioner, U.S. Office of Patents,
1899. |
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Options are the building blocks for future
alternatives. A wide range of options now means a wider, more
comprehensive range of alternatives
later. Identifying the widest range of options possible will
help build credibility and public
trust throughout the process. Not identifying an option may
foreclose opportunities and invite surprises. With this broad
base, you can show that you were sensitive to all the needs
and tried to meet every identified objective.
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How?
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The name of the game right now is quantity,
rather than quality. Options which are silly on the surface
may hold the key to brilliant, workable solutions. Look for
options everywhere.
As you develop options, focus on meeting the needs.
Creativity , communication
, and foresight are your biggest allies
now. Here are some ways to devel op options.
Decision analysis can help categorize
information for these options. |
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Recycle
ideas |
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This helps to avoid reinventing
the wheel . There are few issues that have not been examined
at one time or another by someone else. Search out previous
reports, documents, articles, and theses. Talk with those involved
to gather solutions, insights, and data. While these options
may have been discarded once, list them now to spark other options
which may prove to be more viable. Revisit the foundation.
Public values have been known to change
over time--something previously unacceptable may be okay now
(e.g., waste water recycling or reserving instream flows for
fish).
Looking at earlier attempts to solve the problem will yield
a treasure trove of information. These atempts may not have
fully addressed the problem because they did not take into account
the entire context of the problem. They may have overlooked
key players, new players ,
changes in politics , influence,
or fatal flaws . However, subsequent
changes in participants, physical interrelationships, laws, politics, etc.
can also mean a once-viable solution can no longer work.
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Brainstorm options
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Brainstorming
is a no-holds barred, nonjudgmental explosion of ideas, concepts,
policies, decisions, and strategies--structural as well as nonstructural--Federal
as well as non-Federal. All contributions are valid. Consider
options that are outside your jurisdiction. While you may not
be able to incorporate these ideas, they can spark other, viable
options or cooperative ventures that could solve the problem.
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Consider
similar actions
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Find out what others are doing. What else did
they consider? (What didn't work for them may work for you.)
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Consider
timeframes |
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Look at options which can be put in place immediately
or which can be phased in over time. What monitoring, adjustment,
or other solutions might postpone or avoid a future crisis?
What actions would have to be taken before other actions? Are
there other time constraints (e.g., season, fiscal year)?
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Pay
attention to troublemakers |
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A small number of causes is responsible for a large percentage
of the effects. Focusing your effort on this troublesome small
percent can help find effective, efficient options.
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Ask
around |
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Ask not only local communities and organizations,
but academic, technical, and resource management communities
as well. The Internet now brings an international array of experts
to your doorstep you can post notes on bulletin boards, newsgroups,
and listservers that deal with specific topics to ask for ideas.
(e.g. Don't forget to join our discussion groups.)
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Consider
Resources and Demands
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To generate options, review the work done in Steps 1-3
(needs, objectives,
and resources). Focus on resources and
demands.
Possible ways to enhance resources include:
- Increase available resources
- Develop scarce resources
- Store resources
- Increase distribution system efficiency
- Reduce impact on fragile resources.
Possible ways to address needs include:
- Reduce demand for scarce or expensive resources
- Shift resource use over time and place to reduce peak
demands
- Substitute other resources for the scarce resource
- Improve coordination between resource users
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Categorize
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It may be useful to categorize all the solutions you
have identified. Probably, all your options will fall into relatively
few categories. Having them grouped will make it easier to communicate
the results of this step to decisionmakers and the interested
and affected publics (you may find it useful to have the publics
assist in selecting categories and sorting options). Categorizing
will also make it easier to establish screening criteria and
screen options and combine options to
formulate alternatives .
The specific categories you choose will, of course, be determined
by the nature of your study. Grouping options by location, size,
and function helps show what actions could take place where.
Grouping by categories such as structural, financial, educational,
social, institutional, legal, political, and commercial helps
to show what aspect of the problem they address. You may want
to develop more than one way of cataloging options to highlight
various aspects.
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Tools
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Pinning all your hopes in one place is extermely
dangerous--it precludes a range of alternatives and gambles
unnecessarily that the one element will work. Use:
and other methods to ensure options do not all depend on
the same factor or element.
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Force Field Analysis
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Quit is an
option that has to be considered in all processes.
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To come up with options, examine the forces
(groups, other activities, resources, relationships, etc.) that
can help achieve or work against the objectives. Brainstorm
and list all the forces that could help solve the problem. Have
someone play the devil's advocate
to generate objections.
Write out various options that would use the force to meet
the objective. Take a break and then list all the forces that
would work against a solution. This time, write out options
that could negate that force. ("May the Force be with you" becomes
more than a cliche at this point.)
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Focusing
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Use previously generated or new issue maps,
influence diagrams, flowcharts, or other tools that display
the problem. Brainstorm options to address one cause or area
at a time. Check off areas after you look at them. This helps
ensure that major pieces aren't overlooked.
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Public
Involvement
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A review brainstorming
session may turn up new ideas and will help ensure you've
thought of everything. |
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Public involvement is a two-way communication
process. Focus most of your efforts on two groups:
Those who can contribute the most (they will help you develop
effective options)
Those who could cause conflict
or veto the process (seriously considering
their ideas now may help them to recognize that you are considering
their input as you formulate alternatives.)
Chart data from ongoing scoping
and previous public involvement activities to identify these
publics. Knowledge obtained from this involvement can diffuse
or head off many conflicts.
Be aware that when dealing with the public, many suggestions
or ideas may be packaged as alternatives, containing many components.
These ideas will also likely contain a personal or institutional
bias , such as fishery interests or
wetlands preservation. Break these components into options now.
Explain that this will provide much more flexibility for developing
alternatives.
Use frequency charts
or other methods to keep track of how many times a specific
option is mentioned, as this repetition can measure public priority
or preference and may identify more acceptable options.
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Decision
Process Worksheets
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Use a decision process worksheet and list
results from each step to provide a comprehensive picture. Use
the needs and resources columns to brainstorm ways to meet needs
and use resources. These worksheets can be used for one aspect
or for the overall problem. Decision
analysis can help provide an overall view.
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Implementors |
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Involve key implementors
to:
- Enhance your credibility
- Keep options realistic
- Broaden your perspectives and possibilities
- Help ensure that the actual implementors support and
carry out the selected solution.
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Look Forward
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When you are confident that the range of options
is sufficient within the confines of imposed constraints, share
your vision with appropriate publics (including decisionmakers).
Explain that these are options to examine and ask for other
ideas. Identify any options proposed by others, especially those
from private entities, states, or other Federal agencies. Ask
for their response to help uncover any overlooked options and
to identify some criteria to be used in the screening process
(the next step). The following questions can help check your
range of options:
- Do identified needs and stated objectives need to be
adjusted?
- Are the identified needs stable or are they changing?
- Are there enough options to cover appropriate needs,
concerns, or issues that have been identified?
- Do the options address the identified objectives?
- If there are options that fall within the purview of
some other entity, are they recognized and duly noted?
- Do these options continue to justify your involvement?
If not, re-examine your process. What was overlooked? Is
there still a legitimate problem that can be solved?
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Go On
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Executive
Summary and Process Tours:
Resources and Constraints < --
--->Screening Criteria
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