156

How to develop a plan for action

1. Ask yourself

We need to break out of the fire drill mentality. Too many organisations today are stuck in the vicious cycle of putting out grass fires. They become so busy putting out these small fires that more blazes are created simply because they fail to attend to problem prevention. The secret is to find the root of such fire, devise a plan of action, and then attack such problems at their source. You’ll find that the number of fires you need to extinguish in future will be drastically reduced.

So, towards that end, consider the following:

  • Can I list three organisational grass fires we have had to put out over the past twelve months?
  • Can I develop with our team a plan of action which in future will eliminate or at least extinguish one of those potential blazes before it again flares to cause a problem for the organisation?

2. Don't forget

W.H. Weis, Decision making for First-Time Managers, AMACOM, NY, 1985, p. 116.

Requirements for your plan:

  • It should be specific and explicit so there is less chance for it to be misinterpreted or misapplied. Clearly define all objectives and means.
  • It should distinguish between the known and the unknown so that both are given due consideration. Probable effects of the unknown should be estimated.
  • It should be based on facts, the more the better. If facts are not available, then reasonable, sound, intelligent judgements must be made.
  • It must be flexible and capable of being modified. No plan is infallible, nor can it cover all contingencies. Conditions change.
  • It must be acceptable to the persons who adopt it and who are affected by it. Acceptable implies that there is a willingness to cooperate in carrying it out and a willingness to take the consequences.
  • It should be devised by creative people with a good balance between optimism and pessimism and a practical as well as realistic viewpoint.
  • It must practical, logical and have a reasonable chance of being carried out.

3. Knowing when you've arrived

Les Bell in Managing Teams in Secondary Schools.

It as been said that if you do not know where you are going, any road will get you there, although it might well be asked how you will know that you have arrived. From the point of view of any organisation, planning is deciding where to go, how to get there and how to know when you have arrived…

Planning is also preparatory to action. …

pdf downloadBuy the full topic now for only $2.00