Your plan establishes the goals for the task.
Be prepared to change the course of action as new information comes to light or your assumptions change.ĭon’t plan in too much detail – you need to think each option through and know what you will do but you don’t need to break the task down into minute detail, leave that to your team. Make whatever assumptions are needed and act based on these. In unplanned situations, dealing with uncertainty is a key management skill. Time spent waiting until more information is available may be time when more cost, upset and damage is incurred. įull information may not be available to support decisions. Fix the situation first then review how it could have happened and how it might be prevented. Anyone who wants to spend time debating how this could have happened or what it might mean is not engaged with the solution – encourage to them to leave analysis of the cause till afterwards. The focus is entirely on planning and implementing a solution. Notice that no time is wasted searching for how and why the situation has arisen, other than where this knowledge may help a speedy resolution. This kind of crisis planning assumes that time is critical, that deadlines must be met – that an unusual situation requires and unusual response. Assign someone to manage communications with key people outside the immediate response team. Ensure everyone knows what the communication channels are. Ensure everyone knows how progress is to be reported and when/where review checkpoints are. If appropriate and there is time, issue a summary of the objective, the key elements of the plan, the key roles and contact details.Įnsure delegated actions are understood by staff, together with the overall objective and intent. When giving the team briefingĪ face-face, verbal briefing is always best. The Key Stepsįurther detail around each of these headings is provided in the accompanying mind map – right click and then “Save” here for the MindView map. Know when it is time to act – trust your instincts. If you have longer, make notes (use the template – see below) and collect more information to help your decision making.Ī word of caution – beware collecting too much information or waiting for additional information – there will come a point where there is so much information available it will actually begin to hinder decision making. If you only have 10 minutes, then run through the procedure in our head and prepare a short verbal briefing. The time you spend planning depends on the time and information you have available and the scope and scale of the problem. Remember, even in the most urgent of situations time spent on review, analysis and planning will help ensure a more efficient, effective and flexible response.
Matchware mindview business edition how to#
How to Use the Task Planning Procedureĭescribing this thought process as a “procedure” might suggest a lengthy process that you may feel you don’t have time for. However, you need a plan with which to brief and supervise a team – and a plan will also help reassure management and stakeholders that you are in control of the situation and its resolution. The event is one either not normally or not currently covered by your business contingency plan. The time available to achieve the outcome is limited or is subject to a fixed and imminent deadline. The task to resolve the situation might be given to you by your manager or their manager or it may be one you have identified yourself. When a problem, issue or crisis requiring an urgent response arises – and where a straightforward response isn’t appropriate – you will need to plan. However if you follow a standard planning procedure you may increase your chances of a speedy resolution. When an unexpected event occurs – a problem, an issue or a crisis – you may not always have a ready made contingency plan available to deal with it. Planning to Resolve a Problem, Issue or Crisis
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