Message-ID: <Pine.SUN.3.91.970101101029.550C-100000@dante> Date: Wed, 1 Jan 1997 10:30:13 -0700 From: JC WANDEMBERG <mailto:juwandem@NMSU.EDU> Subject: 12 guiding questions To: Multiple recipients of list DEVEL-L <mailto:DEVEL-L@AMERICAN.EDU>
On Tue, 31 Dec 1996, Yvonne Sobers wrote:> I suggest some questions that can provide guidelines for providing help that
> is helpful:
>
> 1. What situation do you want to change, and why?
> 2. What is your concept of development?
> 2. Who are all the stakeholders in the situation?
> 2. Exactly what will the ideal situation look/feel like?
> 3. What principles guide your thought and action?
> 4. What is the immediate solution intended to accomplish in the long run?
> 5.What will this situation look like when you achieve what you set out to
> do?
> 6. What will tell you are on your way?
> 7. Who will do what?
> 9. What do stakeholders need to have so as to achieve goals and objectives?
> 10. What is the likely effect of the external environment on the programme?
> 11. What are the predominant feelings and emotions of stakeholders?
> 12. In general, what forces are likely to support/oppose the programme?
Dear Yvonne, these are indubitably very useful questions for a strategic action plan dealing with any type of development project. The point I wanted to make here is that all the answers to these questions and more is what comes out from a community Search Conference (as designed by the Emerys). But what is even more useful than the action plan itself is that the community learns how to become a learning/planning community.
> The more successful programmes occur where those most affected
> gain confidence in their ability to influence what happens to them,..
Absolutely, why would any one 'truly' participate if she/he thought her/his participation would not make a bit of a difference. However, with the orthodox paternalistic and bureaucratic (hierarchical) development approach the only guaranteed outcome (or "participation") is dependency! which makes perfect sense if you want to maintain control of a given situation (ask the CIA guys, of course, it can get pretty nasty)
Best regards,
************************************************************ |J.C. Wandemberg |
|Ph.D Graduate Researcher |
| |
| |
|INTERNATIONAL INSTITUTE FOR NATURAL, ENVIRONMENTAL |
|& CULTURAL RESOURCES MANAGEMENT (IIRM) |
|College of Agriculture & Home Economics (NMSU) |
|Box 30003, Dept. 3169, Las Cruces, NM 88003-003 USA |
|URL:http://www.nmsu.edu/~iirm E-Mail:mailto:juwandem@nmsu.edu |
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