Discrepancy Analysis in Planning
Discrepancy Analysis in Planning
These guidelines draw upon methods and tools from Creative Problem Solving (Isaksen, Dorval, & Trefflinger 1994) and from Program Evaluation (Worthen and Sanders,
2002).
I. Â Â Â Preparation â âUnderstanding the Problemâ
A. Identify a general task (a topic or issue in your work) for which you recognize some important opportunities, challenges, or concerns.
B. In relation to that task area, and working with your colleagues, LISTEN to a number of the possible opportunities, challenges, or concerns that might be
addressed. (WIBAI = Wouldnât it be awful if⦠or WIBNI = Wouldnât it be nice ifâ¦)
C. From your list of opportunities, challenges, and concerns, select a PRIMARY AREA of focus for your work (plan).
D. For your primary area, what data describe the situation and help you to understand the challenge that needs your attention. What information, perceptions,
feelings, paradoxes, or hunches are involved? (Who? What? When? Where? Why? How? What is the situation really about? (Consider External and Internal scanning data
here.)
E. Consider the âcurrent realityâ (what is now) and the âdesired or preferred futureâ (what might or should be)
II. Generating Ideas
A. The Bucket Exercise
â¢Â   Ask your colleagues to put themselves (or put yourself) in the frame of mind any of several âstakeholder typesâ within your organization (i.e., a student,
parent, community member, board member, support staff, faculty, building level administrator, etcâ¦).
â¢Â   Ask a number of questions related to the planning topic. Do not limit yourself to one view or frame as you ask these questions. (We will do a sample in class.)
â¢Â   Develop 25 questions
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
11.
12.
13.
14.
15.
16.
17.
18.
19.
20.
21.
22.
23.
24.
25.
B. Put the questions (or the questions #âs) into âbucketsâ or categories by theme.
________________Â Â Â Â Â Â Â ________________Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â ________________
III. Action Plan
A. Consider your lists of questions and themes. Start with the stem, âwhat I see our team doing isâ¦â and list some actions you will take to implement your most
promising ideas.
B. Consider âAssisters and Resistersâ and how to deal with them.
Assisters (who/what/when/where?)   How to use themâ¦
Resisters (who/what/when/where?)   How to prevent or overcome themâ¦
C. Construct your detailed Action Plan.
Who will take what actions? When? How will the action be evaluated? (Consider some 24 hour steps, some short range steps, and some long range steps; include some
âcontingency plans, too.) Use the Gantt Chart to help you finalize appropriate timelines.
PLACE THIS ORDER OR A SIMILAR ORDER WITH US TODAY AND GET AN AMAZING DISCOUNT :)