In this unit, we have discussed the importance of assembling a group of key actors into the development of initial agreements. If you were developing such a team, what criteria would you look for when reaching out to people both inside and outside of your organization? To what degree would you rank possible team members on their perceived commitment to the public interest over other, more tangible attributes? Why?
ANSWER THE ABOVE QUESTION AND REPLY TO MY CLASSMATE’S RESPONSE TO THE ABOVE QUESTIONS AND EXPLAIN WHY YOU AGREE? (A MINIMUM OF 125 WORDS EACH or MORE)
CLASSMATE’S POST
I looked at several actors, and I agree, some bring more to the table than others. When I think about the criteria for reaching out, I would have to make sure I know the vision and where we are going. I think that will drive who should be in the “arena” at this critical phase. Once cleared, I would conduct interviews and discussions on strategic approaches to accomplishing the mission. After a core group has met, we are able to expand our group through what I call “secondary supporters” and being to verify whether we have the right people on team or identify weaknesses in our knowledge base. If things are in order, we can then begin to conduct an effective stakeholder analysis. My intent is to focus on a team that has the capacity to add internal or external value to our purpose, and decision-makers that understand the business.
I would also seek actors that understand managing projects, understand forecasting, change management, and critical thinking to help minimize risk. Once the members have been selected, I would rank them based on our purpose and identify possible actors to lead key activities in development of initial agreements or serve as subject matter experts during execution. If they area enriched and spread throughout relevant links, then intangible, content-oriented outcomes will be produced (Bryson, 2018). One common mistake is to surround yourself with only people that agree with you. In events like this, creditability, collaboration, and even conflict can be good thing.
REFERENCE:
Bryson, J. M. (2018). Strategic planning for public and nonprofit organizations: for public and nonprofit organizations, a guide to strengthening and sustaining organizational achievement (5th Ed.). Hoboken, NJ: Wiley
