Take
Stock |
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Problem solving is really aiming at a moving
target : re-group and re-aim every so often. This may be
anything from a weekly to annual review, depending on the timing
of meaningful events in your process. At times, a brief reality
check is all tat is necessary. After major milestones
, (e.g., completing a scoping, appraisal, or categorical exclusion
analysis), a more detailed taking stock as explained below may
be necessary. Taking stock will help find any missing gaps and
make sure you are on top of changes. Use the answers from your
review to re-plan your process and change your approach to be
more effective. Decision analysis can help focus this review
on problem solving.
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What Is The Situation Now?
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Pitfall:
Just as you wouldn't build a house before laying the
foundation , make sure the
foundation is sound as you add the second story!
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Circumstances keep changing. Look around at
what is happening now and make sure you are still on track.
A brief review answers the following questions with the core
team:
- Is the problem and needs statement
still valid?
- Is the problem and still serious and significant
? What about the boundaries (problemshed)?
- Should we be involved? Is this something that participants
feel we should be doing, given our constraints, priorities,
contexts, other actions, etc?
- Have we maintained communication so that the public is
aware of why we are here and what we are doing? What are the
changes in the publics and in our actions?
- Is our list of concerns of the core
team and participants still relevant
? Has anything changed?
- Do participants, including affected publics, understand
what we are addressing and the changes?
- Have associated national interests changed?
- Have any issues changed? Are there new issues? Have we
listed everything we will address and explained why we are
not addressing the other issues?
- What steps do we need to revisit (e.g., adding more needs,
changing the screening criteria, creating more options)?
Some stages in your process will require more detailed review.
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Where Is Your Action Plan? |
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A thorough, updated action plan can serve
as a reality check for decisionmakers and participants. This
is a go/no go question-- do you have a problem
that is still worth solving and falls within Reclamation's
role? If not, either quit , regroup,
or reformulate actions.
Because there can be significant delays between developing
objectives and developing alternatives
, revisit the action plan and determine if all the information
is still valid and complete. Update the plan where necessary
and share the updates with all participants and decisionmakers.
Does the action plan cover purpose, problem
definition and boundaries, roles
and relationships among participants, schedules
, milestones , actions to take, and
decision points? The following questions
can focus your check:
- Does the action fit the authority and level of funding
? What is our overall budget?
- Does everyone understand the purpose, funding and authority,
and existing relationships and limitations
?
- What are the expectations? Why are we doing this?
- Who is participating? Who will do what, when, and why?
- What is the timeframe ? When
do we need actions and decisions?
- Who will do the work? How will we communicate
and document actions?
- What agreements will be reached?
- What decisions will be made and who will make them? Are
the decisionmakers involved in the
process?
- What level of detail will be
necessary to make these decisions?
- Are we still addressing the problem in a reasonable manner
given these changes?
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Check With Players
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Create breathing spaces within the program
to assess involvement. These could be between phases, between
developing and evaluating alternatives, etc. Ask participants
about others you may need to involve. Participants who no longer
wish to be involved can bow out gracefully
at this point. Are there any overlooked affected publics or
interested individuals? Do you need more technical expertise?
Are the proper decisionmakers involved? Keep relations cordial
you may still need to borrow help!
Figure out where participants stand in the process. Where
are everyone's perceptions and levels of awareness about the
process? What is everyone's level of participation? How committed
are people? Why? Understanding the background of human interactions
will help shape actions and enable you to focus your resources
effectively. Now is a good time to check on your communication
network . Is there effective two-way communication between
all participants? Talk with participants and find out:
Does everyone feel you have listened? Are communication
lines and strategies fully in place and understood?
- Does everyone understand the process (how they participate,
when and how decisions will be made, etc.)? Does everyone
know why this plan is necessary?
- Does everyone understand the timeframe, milestones, and
action plan?
- How much support is there for
the process? Have problems, conflicts, and changes been addressed
to build a basis for consent?
- Does everyone understand the expectations? Do they know
what will be addressed and why?
- Does everyone know who will make what decisions?
- Does a strong opposition exist
(either internally or externally)? If so, try to figure out
why. Either re-examine your role or find ways to work with
the opposition so they will not veto your process.
Find out what participants think of the process, environmental
values and interrelationships, purpose, needs
, objectives , and resources
. Document and address comments. |
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Where Is Funding? |
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Check to ensure the budget is on track. Cost
overruns are symptoms of larger problems--so dig in for root
causes and fix problems as early as you can.
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Where Are Priorities? |
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Check to see if the process still has the
same priority. Participants will all have their own levels of
priority, awareness , and participation
, and keeping track helps define expectations and actions.
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Go On |
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Handyman's
Tour Analyses
<--------------> Hurdles Chart
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