Basic Principles of Actions to top

Rules of Action to top

Each action should be complete
Each action should reduce the necessity of extra effort at a later stage
Each action should be the result of taking all alternatives into account
Each action should protect from further damage
Each action should provide a clear point of departure for further action
Each action should be accomplished at the right time and in the right sequence
Each action should only be done when all other options are seen as secondary
Each action should be accomplished as if it sets a precedent for the future
Each action should not be an automatic response to a previous action
Each action should be preceded with input from differing points of view
Each action should always take the end goal into account and be a direct movement towards that goal
Each action should take all possible impinging factors into consideration including environmental, social, and interaction
Each action should assess all subsequent consequences and possible reactions
Each action should preserve as much of the positive environmental and social existing structure
Each action should be based on verified fact or moral certainty and not on unverified assumptions
Each action should be broken down into separate steps each of which can be accomplished at the 'right' time
Each action should be moral
Each action should provide for backup
Each action should be followed by provision for follow-up

Additional comments on the above

Whenever any one of the above are not fulfilled, there will
be negative feedback which could have been avoided. Normally we operate taking the above into consideration as a natural process, but where actions are embedded, many of these principles are forgotten or are put aside as too cumbersome to fulfill or as not important to a particular situation.

Timing is perhaps the most important element of planning.
Timing takes into account the presence of the necessary materials and preparedness of all parties to the action. There is a right time for any action. Sometimes, the waiting for the right time can go long beyond the expected time set, but actions which are taken too soon relative to the important variables in a situation will face difficulties and possible failure.

All the tools necessary to complete the action should be provided.
Tools which are inadequate to the job will only cause frustration and failure.

Retribution is never an option.
Retribution is a base instinct which only leads to further uncertainty and negative reciprocity.

The end goal of any process must determine the form of the action.

The DON'TS to top

Do not assume that an action will only have a limited number of results
Do not place the other party in the position of responding with force or with retribution
Do not place yourself in a position of vulnerability
Do not act against the basic moral principles
Do not involve others who are innocent bystanders
Do not deceive in order to gain whether the gain is material or maintenance of reputation. It will be its own undoing. Deception is used to gain that which should not be gained. The gain will soon betray its holder.

Planning of an Action to top

All possible ways of viewing the problem should be accounted for.

All possible ways to remedy a problem should be assessed before entering upon an action.

All possible repercussions of or responses to an action from the environment or others should be assessed including the normally not thought of and the unthinkable.

All possible actions must be adequately prepared for. Prior preparation, if deemed to be necessary regardless of whether it is used or not, will never be wasted. If needed and not available, the time 'wasted' in its preparation will seem small in comparison to the consequences when needed.

All possible options and tools available to each side involved should be assessed as well as the initiative, ingenuity, perseverance, support, and supply capabilities of all parties.

Always provide for the greatest degree of protection or readiness of response available to all possible actions by all parties to an action.

Never underestimate the capability of the other parties to an action. Underestimation is detrimental to the fulfillment of the action, often to the severe detriment of one or more of the parties.

Always keep all lines of communication and input open. Without input from outside sources, we are encapsulated in our own view of the world and cut off from alternative options, viewpoints, tools, and the changing parameters surrounding the ongoing course of events. All actions will benefit to the degree to which the input is adequately considered and, where appropriate, incorporated into the final decisions regarding the action.

Always prepare for consequences arising from unexpected responses in the fulfillment of an action.

Never take anything for granted. Everything is in constant flux and that which is taken for granted may not exist or may change without notice.

Never allow your idea of cause and effect or your perception of the plan mislead you into creating mistakes which could have been avoided by real time information and appropriate changes to planned action.

In the middle of an action, constantly reassess forces at play and the positioning relative to impinging factors.

Never let pride, previous investment, obligation, perceived obstacles, or necessity of extra effort sway action from the course which is right.

Flexibility in assessing and preparing for continuation is often the key to success as new problems are presented.

Actions which are too early or do not follow in sequential order are counter productive and often can not take advantage of the results arising from previous acts.

Actions which are unguarded or not supported by necessary concomitant actions, will often prove wasteful in terms of time, effort, and consequences. The recipient environment of any action must be ready to receive it, or ready to preserve it until the time is right.

Plan for corrective action for mistakes. Never assume that they will be forgotten or self corrective.

Be honest and open about the commission of mistakes to avoid misunderstanding and retribution.

Never assume a time frame for any action even if all of the variables are known.

Accounting for All Parties to an Action to top