Basic Principles, Planning and Rules for Action

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  • Feature III
    PURPOSE: Basic Principles and Rules for Action

    Index
    Basic Principles of Action 
    Rules of Action 
    The DON'TS 
    Planning of an Action 
    Accounting for All Parties to an Action 
    Related References 


    Basic Principles of Actions to top

    Principle I

    No act is trivial. All acts have consequences which radiate from them.

    Principle II

    Assumptions are the downfall of actions. An assumption is a belief or knowledge which is taken for granted as being true when in fact it may not be true or one of its bases may not be true. To the extent that an action is based on an assumption which has been left unscrutinized and is based on facts which may not be true, the action will fail.

    Principle III

    All actions have a driving force. An action which is positive, while not necessarily successful on one level, will be successful on other levels and can be defended. All actions which are an action against or are retribution and are not part of a drive towards a positive goal are negative and produce negative consequences. Impure actions can only be defended by similar actions which will lead to complications and defeat.

    Principle IV

    All actions are based on some form of knowledge. Knowledge is never lost or wasted. It gives added dimensions on which to draw in the solution of problems.

    Principle V

    Each action is a composite of many different parts. Each part is an action which follows the rules of actions. Each part is no less important than any other.

    Principle VI

    All actions have a right time. Actions performed at the right time, given all other impinging factors, will flow easily. Actions not fulfilling this at every stage can result in extra effort and loss at subsequent stages.

    Principle VII

    All actions have limits which must be strictly adhered to in order to avoid damage and repercussions.


    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

  • 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.


    Related References to top

  • The Principle of Least Action A concise version of the root of The Principle of Least Action from cuius@compuserve.com as part of Our World-Compuserve.com Selected References. "[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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