Reference: Data Series
Reference: Data Series 23—PROPER FORMAT AND CORRECT ACTION
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PROPER FORMAT AND CORRECT ACTION
When doing an Evaluation, one can become far too fixated on outpoints and miss the real reason one is doing an evaluation in the first place. To handle this, it is proper form to write up an Evaluation so as to keep in view the reason one is doing one.
This is accomplished by using this form
SITUATION:
DATA:
… STATS:
WHY:
IDEAL SCENE:
HANDLING:
A proper evaluation is all of a piece. There is consistency throughout.
OBSERVATION in general must be continuous for situations to be noted. A situation is defined as a not expected state of affairs. It is either very good or it is very bad.
Data is the information one has received that alerts one to the situation. No matter how many reports one may see there is always a question as to their truth. So, one does NOT rely on reports, but an absence of reports, or a volume of reports carefully surveyed for outpoints and counted. Essentially, “data” regarded from the angle of outpoints is a lack of consistency. So the DATA you give is not a lot of reports. It is a brief summary of the “strings pulled” on the outpoint or plus point route to finally get the Why. The Why must be supported by actual investigation.
Situations and DATA trails are supported by Statistics. Where statistics are not in numeral form this may be harder. Where they are outright lies, this is an outpoint itself. One either has a numerical statistic or a direct observation. One can use both. Three or more stats on a scene can be compared to each other and often lead directly to a WHY. DO NOT give a Why or recommend handling without inspecting the actual stats.
A real WHY must lead to a bettering of the existing scene or (in the case of a wonderful new scene) maintaining it as a new Ideal Scene. Therefore the WHY must be something you can do something about. It is not a prejudice or a good idea. It is where all the analysis led.
If a bad situation is a departure from the ideal scene and if a good situation is attaining it or exceeding it, then the crux of any evaluation is THE IDEAL SCENE for the area one is evaluating. Viewpoint has a lot to do with the Ideal Scene. By CONSISTENCY the Ideal Scene must be one for that portion of an activity for which one is trying to find the Why. By giving the IDEAL SCENE for every situation, the evaluator is not led into a fatal contempt for the competence of all work actually being done. The Ideal Scene clarifies for one and all whither we are going.
Handling must be CONSISTENT with the situation, the evaluation, the Why and the Ideal Scene. Handling must be WITHIN THE CAPABILITIES of those who will do the actions. Handling must be WITHIN THE RESOURCES AVAILABLE. The less are the resources available the brighter must be the idea required to attain effective handling. Handling must be SUPERVISED by one person who acts as a Coordinator of the Program and a checker-offer and de-bug expert. And last but most important handling must be EFFECTIVE AND FINAL.
The handling is laid out as a PROGRAM made up of sequential TARGETS. It is expected that any complex or extensive target will have a PROJECT written for it by the person to whom it is assigned if not by the originator. When all targets are DONE full Situation handling can be expected. All such Evaluations should be REVIEWED as soon as the actions have had time to take effect.
IT WILL BE FOUND THAT WHERE YOU HAVE A REAL WHY PEOPLE WILL COOPERATE ALL OVER THE SCENE.
The keynotes are OBSERVE, EVALUATE, PROGRAM, SUPERVISE and REVIEW. The key to evaluation is handling DATA.
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