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
All possible parties to a problem or those who will become
parties or will be affected should be included in planning.
Always know all parties to an action as well as possible before embarking on an action.
Assess all possible capabilities, limitations, points of view, possible
response to action and feedbacks of all parties to an action.
Never simply assume the support or non support of other parties.
Always be willing to compromise, change course, or allow others to reassess their actions.
Take into account all possible interactions of parties to an action.
Keep all parties informed and up-to-date of actions in order to avoid misunderstanding,
counteraction, or action meant to help but too early, too late or
deleterious to the parties involved.
Each action should account for the honor of all other parties.
Ultimatums, threats, violence, or options which cannot be rejected
only lead to loss of honor, dignity, security of the other
side, and causes complications and conflict.
The Principle of Least Action
A concise version of the root of The Principle of Least Action from email@example.com as part of Our World-Compuserve.com
"[In 1746 Maupertuis formulated] the Principle of Least Action, which is all too commonly credited to one of the three great mathematicians, Euler, Lagrange, and Hamilton, who further developed it." "Maupertuis arrived at this principle from a feeling that the very perfection of the universe demands a certain economy in nature and is opposed to any needless expenditure of energy. Natural motions must be such as to make some quantity a minimum."
Summed up by Le Chatelier: "In a system in equilibrium, when one of the factors which determine the equilibrium is made to vary, the system reacts in such a way as to oppose the variation of the factor, and partially to annul it." [Forerunners of Darwin. Glass, Temkin, Strauss. Johns Hopkins. 1959]
ICPD Programme of Action-Principles
International Conference on Population and Development. Basic principles.
List of principles guiding participants of the Conference.
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