SAS2 Tools - Social Analysis Techniques – Options

The Options module offers the choice of techniques to develop Scenarios that reflect a vision or likely future, make Predictions regarding different options by looking at the upstream conditions or the downstream effects associated with each option, or identify and respond to the Positions that stakeholders hold in a certain situation reflecting their values, goals or interests.

Projection (PDF document, 137 KB) helps you visualize the future that actors can expect if current trends continue and no actions are taken to change them. This projection is based on how you view the current situation, the positive and negative elements that are part of it, what is responsible for creating them, and how likely it is that these causes will have a stronger or a weaker impact over time.

Ideal Scenario (PDF document, 519 KB) offers a choice among a number of techniques that help you develop visions of an ideal future that take advantage of current strengths and accomplishments. The technique Tree of Means and Ends shows you how to turn your Problem Tree (PDF document, 381 KB) analysis of a core problem and its causes and effects into a statement about your core objective, the ways to achieve it, and the ends that motivate you to pursue it. I Have a Dream is a technique that starts with a provocative idea ('I have a dream! Imagine cities no longer had cars!') and helps you explore its implications. The Vision Circle technique develops a gradual statement about the ideal future, with guided visualization for the group and contributions from individual participants. The Ideal Scenario Tapestry is a visual technique which brings together a collection of drawings reflecting visions based on real or imaginary life forms or scenes.

Priorities (PDF document, 157 KB) helps you choose between different techniques that you can use to compare options (objectives or actions) and the priorities different parties may have. It includes three techniques: looking at the pros and cons of each option; distributing different 'thinking hats' to participants (such as a black hat to see the negative aspects of each option); or rating each option based on a set of criteria that you choose and define.

Option Domain (PDF document, 432 KB) helps you characterize and compare options and identify priorities using terms and characteristics chosen by the participants themselves. The technique can also help you look for ways to negotiate views of options and priorities across social and cultural boundaries and identify opportunities to define options more precisely.

Critical Path (PDF document, 122 KB) helps you plan by identifying the 'sequential tasks' that you need to complete before you can start other tasks, and the 'parallel tasks' that can be done independently. You can also use the technique to identify ways to complete project tasks in the least amount of time.

Predictions

Feasibility (PDF document, 269 KB) helps you choose between several objectives or ways to achieve a main objective based on an assessment of favorable factors (strengths, opportunities) and unfavorable conditions (weaknesses, limitations) associated with each option, and the importance of each option.

Results and Risks (PDF document, 146 KB) helps you evaluate different options for action based on an assessment of the downstream effects, either positive or negative, and the probability that these effects will occur.

What If? (PDF document, 161 KB) is a risk-management technique that helps you identify and track factors that are difficult to predict and that may greatly affect the outcome of your activities.

Validation (PDF document, 137 KB) helps you evaluate the quality and appropriateness of a diagnostic assessment using two criteria: the extent to which the assessment is based on evidence (sound and sufficient information and analysis), and the extent to which it achieves consensus through collaborative thinking. You can use the technique to decide on the kind of diagnostic assessment that meets your needs.

Order and Chaos (PDF document, 125 KB) helps you assess the kind of project situation you are facing and select a suitable planning or knowledge management approach - flexible process management and/or detailed results-based engineering. The technique combines calculations of certainty reflecting the degree to which your plans are well-informed and probability reflecting the level of difficulty you anticipate when trying to achieve your goals.

Positions

V.I.P. (Values, Interests, Positions) (PDF document, 291 KB) helps you compare the positions that stakeholders take on a problem or action with their actual interests and the moral values they hold. It combines these different issues in a single technique, thereby helping you distinguish between positions that are values based and positions that are based on interests. V.I.P. is incorporated into the software Social Analysis CLIP.

Positions and Interests (PDF document, 269 KB) helps you compare the positions that stakeholders take on a problem or action with their actual interests, and identify alternative positions or options that would better reflect the interests of the parties concerned.

Lessons and Values (PDF document, 214 KB) helps you compare the positions that stakeholders take on a problem or action with their values, and identify alternative positions or options that would better reflect the values of the parties concerned.

Value Domain (PDF document, 425 KB) helps you examine how people view the relationship between their own values and a specific set of objectives, actions, events, problems, objects or people that express or contradict these values, using words and ideas that participants themselves choose and define. It also helps you look for ways to negotiate moral values across social and cultural boundaries.

Value Dynamics (PDF document, 260 KB) helps you explore the degree to which the values people hold are organized in a coherent system or a hierarchy where each value contributes to and depends on other values. You can use the analysis to rethink your priorities or the way you define or apply values that contribute to the implementation of other values.

Competing Goals (PDF document, 209 KB) helps you rank stakeholders' goals (objectives or values) in order of importance, and identify disagreements or misunderstandings that people may have in relation to these goals. You can use the analysis to identify stakeholders that may be able to mediate disagreements over goals.

Levels of Support (PDF document, 195 KB) helps you assess the level of support or commitment that exists for particular activities and options for action. You can use the analysis to determine whether or not a decision can be made or further discussion is needed.