Action Planning - Articles - Andrew Schwartz

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Action Planning
by Andrew E. Schwartz

Organizations are confronted with problems each day. Many organizations, or more specifically, some managers are confronted with the same problems over and over again. The problem may have a new name or a new face but is essentially the same issue in a new disguise. Some managers never develop an effective method to confront and resolve the problems of their organization. Habitually, they do not find a solution to the real problem; rather they cover up the root of the problem and fix something symptomatic of the problem, instead of the problem itself. Experience has shown managers often like to feel needed in resolving, extinguishing the “brush fires” of the day, seemingly because there is excitement in being in the midst of confusion and turmoil.

What these managers do not realize is that there is a cylindrical affect with any type of planning, or lack thereof. Managers who are effective and develop effective responsible teamss are more apt to have adequate time which is utilized to plan ahead, attempting to solve problems before the organization even feels the problem exists. With effective, proactive planning, things keep getting better, and without it things continue to get worse. Action Planning is a process to develop strategies for changes in the organization based on an analysis of the problems which precipitate the need for change. It is a collaborative method of planning which involves the people working in the organization and permits the people who will be influenced by the decisions and change to have influence on the product or outcome.

Action Planning assumes that people will support that which they help to plan and create. Unless those involved are committed to that which they are changing, the plan does not have much hope for success. However, recent studies do indicate that employees who are a part of the planning and problem solving/decision making process will take on additional organizational responsibilities to implement the plans.

This action plan model can be used by the individual/manager to organize their thoughts on a given issue and develop results in an action agenda format which details the tasks and details the jobs to be accomplished. However, the process is best suited for work groups led by a manager that can utilize a team effort to solve major problems. By developing the plan in work groups it becomes a collaborative planning effort, which, when utilizing steps similar to brainstorming, will stimulate creativity of thought and provide a non-judgmental atmosphere for generating ideas. Working in groups can provide opportunity to build on others’ ideas and be a spring board to solutions unavailable to any single individual. In addition, there is the satisfaction for the group in knowing that it is their own ideas which they are implementing in solving a problem.

Step One - Define The Problem: Action planning and problem solving is usually initiated when a defuse need, discomfort, or problem is noticed. In defining the problem it is useful to describe in detail those needs, discomforts, and impacts on the organization, people and yourself.

Many times, at this stage, the effort will be directed at symptoms of the problem and not the cause of the problem. You may discover that the problem you originally thought to be the issue is really an indicator of several problems requiring either separate work or interconnected response on the part of the organization.

Problem definition is hard work and there is a general tendency to disregard it or abbreviate the effort. This may become evident later in the process when frustration appears as a result of working on a problem which has not been clearly articulated.

One thought must be held as the single rule of action planning at this step by the manager and by the work group. The process is directed at working on problems, to design solutions and words toward action or getting something done, rather than trying to figure out the person to blame for the problem.

Step Two - Objectives: What is to be accomplished as a result of the efforts of this problem? Do not describe at this point “how” the problem solving will be accomplished. Describe what the activities will result in, what the activities will produce that can be evaluated or measured, and when some action will be taken to resolve the problem.

The objective must be specific. The objectives need to be results versus activities. The objective must be realistic and attainable plus it must stretch the organization to new standards.

Step Three - Ideal Solution: In describing the ideal solution, imagine what you would most like to see happening. What would the situation/environment look like after all action plan activities are completed? What would the people involved in this situation be doing? This solution will not only include what the situation will look like but will describe the general activities which are necessary to achieve the ideal solution.

Step Four - Alternative Solutions: There are probably many ways and results possible in moving away from the current problem status. The ideal solution describes what might best serve the organization, however, this solution may be unattainable for many reasons, such as inadequate capital resources or personnel. It is then important to identify less than ideal and more realistic solutions. At this point, identify the optional methods/results that are to be considered in solving the current dilemma.

Prepare a careful evaluation of each possible alternative which includes assessments of such topics as:

Obstacles

Resources

Impacts

Short vs. Long Range: An analysis of the possible solutions may indicate a strong need to be responsive to short range solutions/problems, while directing efforts at long range modifications. This may require an additional action agenda and plan to develop changes of a more permanent nature in the future. Many times it will be necessary to develop short range action agendas which coincide with long range action agendas. Never overlook potential long-term problems caused by “quick-fix” solutions.

At this point, review the first step, the problem statement. You may recognize that you were working on a symptom instead of the problem. An analysis of the more clearly defined problem may require an alteration to the objectives or the ideal solution. These reviews and changes are costly in terms of time and effort which emphasizes the need for rigid scrutiny during the initial problem definition to avoid wasted time and effort. Once implementation begins, it is even more difficult to learn that the entire action plan and subsequent efforts were based on symptoms in lieu of authentic problems.

Action: Ask yourself and your group the following five-questions before taking any definite action:

What solutions are available.
What solution has priority.
What are available resources.
What are existing obstacles.
What are side effects (Budget - People).

Consideration include:

Public relations.
Work structure/schedule.
Resistance to change.

Step Five - Recommend Solution: Based on work generated in the first four steps you will be able to make a recommendation or selection of the alternative best suited and most likely to be achieved. This decision is based on a solid foundation, if sufficient effort was generated to achieve factual and complete data in the phases prior to determining the recommended solution. In a written recommendation or actual plan, itemize the following:

Budget: include statements detailing the anticipated obstacles, side effects and impacts of the proposed changes.

Resources: clarify the efforts and thought process used in determining the recommended course of action.

This step is essential if you are submitting the analysis to a higher level manager for approval of the action and activities. If this is not necessary then a quick and simple listing of reasons used to make the selection may or may not be included in the planning document.

Step Six - Action Agenda: Development of the agenda and specific steps to accomplish the plan must now be identified. The tasks necessary to accomplish each step of the plan must be spelled out in the action agenda. Each major step must contain a group of tasks which need to be completed, and by whom they will be executed.

For example, an action plan to hire new employees suggests the need for the following tasks:

Seek budget approval.
Write job description.
Do a recruitment process, and so on.

There needs to be a systematic procedure to surface the activities necessary to accomplish the solution recommended. Once the activities are labeled, the duties or tasks to complete the activity can be assigned to specific individuals who then become responsible for their completion. It is useful for the manager to obtain approval of the recipient, for the task assignment and obtain agreement on a completion date for the task/activity. Each of the steps and tasks is assigned and completion dates are established. As the action agenda becomes more complex the importance of accountability becomes more significant. If tasks are assigned without a structure which notifies the manager that tasks are not completed on due dates, there will be a break down in the entire plan.

Although action planning may not be the option to use in every problem situation, it is one which when utilized correctly with sufficient follow-through, can be an excellent management tool. Not only is a course of action developed, but members of the group involved in its design become a part of the action themselves. For employees and managers, what could be more satisfying?

Andrew E. Schwartz, CEO, A.E. Schwartz & Associates of Boston, MA a comprehensive management training and professional development organization offering over 40 skills specific programs and practical solutions to today's business challenges.

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