Second, you should briefly summariz

Second, you should briefly summarize the advantages and disadvantages of the policy that you recommend. Why should your client accept your recommendation? What bnefits can be expected? What will be the costs? Are there any risks that deserve consideration? By answering these questions, you appropriately draw your client's attention to the consequences of following your advice. Finally, you must provide a clear set of instructions for action. Exactly what must your client do to realize.the policy that you recommend? Sometimes the set of instructions can be very short, For example, if your client is a legislator, then the instruction "Vote for bill X” may be adequate. Often, however, adoption and implementation of your recommendation require a much more complex set of actions by your client. For example, imagine that, you recommend to the director of the county social services department that funds be shifted from one day-care vendor to another. When and how should approval be secured from the county manager? Is it necessary to consult with the county's legal department? When and how should the vendors be notified? When and how should families be notified? Should any members of the county legislature be briefed in advance? Which staff member's should be assigned to monitor the transition? These questions may seem mundane. Nonetheless, with a little thought, you should be able to imagine how failing to answer any one of them might jeopardize the successful implementation of the recommended policy, To do so systematically, you should prepare an implementation scenario as outlined in Chapter 12.
Communicating Analysis
The format of your policy analysis plays an important part in determining how effectively you communicate your advice to your client. Clients vary greatly in their levels of technical and economic sophistication; you should write your analysis accordingly. Generally, however, clients share several characteristics: they usually want to play some role in shaping the analysis (but they do not, want to do the analysis); they are busy and they face externally driven timetables; and they are nervous about using the work of untested analysts when they have to "carry the can" for it in the policy arena. These generalizations suggest some guidelines on how to present your work.
Structuring Interaction
Often you can productively involve your client in the analysis by sharing a preliminary draft. Do so early enough so that you can make use of your client's comments, but not so early that you appear confused or uninformed, By trying to prepare full drafts of your analysis at regular intervals over, the course of your project, you force yourself to identify the major gaps that you must yet fill. Giving your client the opportunity to comment on one of these intermediate drafts will usually be more effective than ad hoc interactions. Of course, if you believe that your client is a better listener than reader (perhaps because you can only claim your client's time and attention ''through an appointment); you may fihd oral progress reports, perhaps structured by . prepared agenda, to be more effective. Be flexible Use whatever type of communication that seems to work best in the partieular context.
You can improve the effectiveness of your written interaction by carefully structuring your draft. You should follow two general guidelines: First, decompose your analysis into component parts; and second, make the presentation within the components clear and unambiguous. These guidelines are not only appropriate for your final product, but they also promote effective communication at intermediate stages by allowing your client to focus on those components that seem weak or unconvincing. Decomposition and clarity also tend to crystallize disagreement between you and your client. Although this may seem like a disadvantage, it usually is not. By crystallizing disagreement at an early stage in your project, your draft analysis helps you determine which of your client's beliefs might be changed with further evidenee and which are rigid. In this way your preliminary drafts. and other structured interaction with your Client reduce the chances that your analysis will ultimately be rejected.
The steps in the rationalist mode, shown in Figure 15.1, provide a general out- line for decomposing your analysis. While your final analysis must be written as if you began with the problem description (step Fl) and moved sequentially to your recommendations (step S5), you should not necessarily try to write (as opposed to present) the components of your preliminary drafts in strict order lest you encounter the "analysis paralysis". we mentioned earlier. Obviously, the steps cannot be treated as if they were completely independent. For example, the impact categories you choose for evaluating your alternatives (step Si) cannot be finalized until you have specified the relevant goals (step P2). Nonetheless, very early in your project you should try to write a draft of each of the components as best you can. This effort forces you to think configuratively and anticipate the sort of information you will need to make the final draft effective. This may be particularly valuable in helping you move from problem to solution analysis so that you do not end up with an overdeveloped description of the status quo and an underdeveloped analysis of alternative policies.
Keeping Your Client's Attention
Clients are typically busy people with limited attention spans. Reading your analysis will be only one of many activities that compete for your client's attention. You bear the burden of producing a written analysis that anticipates your client's limited time and attention .
While most of your suggestions stress presentational issues, timeliness is by far the most important element. If you are trying to inform some decision, then you must communicate your advice before the decision must be made. Sometimes clients can delay decisions. Often, however, the need to vote, choose a project, approve a budget, or take a public stand places strict deadlines on clients and, therefore, on their analysts. While you should always strive for excellence, keep in mind that an imperfect analysis delivered an hour before your client must make a decision will almost always be more valuable to your client than a perfect analysis delivered an hour after the decision has been made.
You can facilitate more effective communication with busy clients by following a few straightforward rules: provide an executive summary and a table of contents; set priorities for your information; use headings and subheadings that tell a story; be succinct; and carefully use diagrams, tables, and grap
Your analysis should not read like a mystery. Rather than holding your client in suspense, tell her your recommendations at the very beginning in an executive summary, The executive summary should be a concise statement of the most important elements of your analysis including a clear statement of your major recommendations. An analysis of more than a few pages should have a separate executive summary that stands on its own. It should generally be structured so that the last sentence of your first paragraph presents your recommendation and the subsequent paragraphs rehearse the analysis that supports it. Your objective should be to produce a concise statement that clearly conveys the essence of your advice and why you are offering it.
Especially in large organizations, you may be asked to produce policy, memoranda with strict length limits, often one or two single-spaced pages:Preparing these memoranda Can be challenging; as they should include the basic elements of a policy analysis - explicit goals, concrete alternatives, systematic comparison, and clear recommendation. A common way to accommodate these demands within the length constraint is to limit attention to the status quo and a single alternative. Indeed, the demand for these policy memoranda often comes in the form of a request to assess a particular policy proposal. As in an executive summary, the first paragraph of the memorandum should set out the issue being addressed and conclude with a dear statement of the recommendation. The second paragraph typically frames the policy problem and states the relevant goals. The third paragraph specifies the policy alternative. Subsequent paragraphs compare the alternative to the status quo policy in terms of the goals. Based on the comparisons, the final paragraph supports the recommendation set out at the end of the first paragraph.
A table of contents enables your client to see at a glance where your analysis is going. It presents the structure of your decomposition so that your client can focus on aspects of particular interest. Together with the executive summary, the table of contents enables your client to skip portions of your analysis without losing the major points. While everyone wants people to read what they write, you should consider yourself successful (at least in a presentational sense) if your client takes your advice on the basis of your executive summary and table of contents alone.
You should arrange your material so that a client who reads sequentially through your analysis encounters the most important material first. Usually a ten-page analysis is not nearly as useful to the busy client as a five-page.analysis with five pages of appendices. Doesn't the client still have to read ten pages of material? Only if she wants to! By breaking the analysis into five pages of text and five pages of appendices, you have taken the responsibility for prioritizing the information, As you and your client develop an ongoing relationship, your client may find it unnecessary to check the background facts and theoretical elucidations provided in the appendices.
Headings and subheadings allow your client to, move through an analysis much more quickly. As a general rule, headings sh

Kết quả (Việt) 1:

Thứ hai, bạn cần một thời gian ngắn tóm tắt những lợi thế và bất lợi của chính sách mà bạn đề nghị. Tại sao khách hàng của bạn nên chấp nhận đề nghị của bạn? Bnefits những gì có thể được dự kiến? Những gì sẽ là các chi phí? Có bất kỳ rủi ro xứng đáng xem xét? Bằng cách trả lời những câu hỏi, bạn một cách thích hợp hướng sự chú ý của khách hàng của bạn để những hậu quả của theo lời khuyên của bạn. Cuối cùng, bạn phải cung cấp một bộ các hướng dẫn cho hành động rõ ràng. Khách hàng của bạn phải làm chính xác những gì realize.the chính sách mà bạn đề nghị? Đôi khi tập hợp các hướng dẫn có thể rất ngắn, ví dụ, nếu khách hàng của bạn là một nhà lập pháp, sau đó hướng dẫn "Bỏ phiếu cho hóa đơn X" có thể được đầy đủ. Thông thường, Tuy nhiên, việc áp dụng và thực hiện các đề nghị của bạn yêu cầu một tập phức tạp của các hành động của khách hàng của bạn. Ví dụ: giả sử rằng, bạn giới thiệu cho Giám đốc dịch vụ xã hội quận tiền được chuyển từ một nhà cung cấp chăm sóc khác. Khi và làm thế nào nên phê duyệt được bảo đảm từ người quản lý Quận? Nó là cần thiết để tham khảo ý kiến với bộ phận pháp lý của quận? Khi và làm thế nào nên các nhà cung cấp được thông báo? Khi và làm thế nào nên gia đình được thông báo? Nên bất kỳ thành viên của nghị viện Quận được giới thiệu tóm tắt trước? Mà nhân viên nên được chỉ định để giám sát quá trình chuyển đổi? Những câu hỏi này có vẻ nhàm chán. Tuy nhiên, với một chút suy nghĩ, bạn sẽ có thể tưởng tượng như thế nào không trả lời bất kỳ một trong số họ có thể gây nguy hiểm cho việc thực hiện thành công các chính sách được đề nghị, để làm như vậy có hệ thống, bạn nên chuẩn bị một kịch bản thực hiện như được nêu trong chương 12. Communicating Analysis The format of your policy analysis plays an important part in determining how effectively you communicate your advice to your client. Clients vary greatly in their levels of technical and economic sophistication; you should write your analysis accordingly. Generally, however, clients share several characteristics: they usually want to play some role in shaping the analysis (but they do not, want to do the analysis); they are busy and they face externally driven timetables; and they are nervous about using the work of untested analysts when they have to "carry the can" for it in the policy arena. These generalizations suggest some guidelines on how to present your work. Structuring Interaction Often you can productively involve your client in the analysis by sharing a preliminary draft. Do so early enough so that you can make use of your client's comments, but not so early that you appear confused or uninformed, By trying to prepare full drafts of your analysis at regular intervals over, the course of your project, you force yourself to identify the major gaps that you must yet fill. Giving your client the opportunity to comment on one of these intermediate drafts will usually be more effective than ad hoc interactions. Of course, if you believe that your client is a better listener than reader (perhaps because you can only claim your client's time and attention ''through an appointment); you may fihd oral progress reports, perhaps structured by . prepared agenda, to be more effective. Be flexible Use whatever type of communication that seems to work best in the partieular context. You can improve the effectiveness of your written interaction by carefully structuring your draft. You should follow two general guidelines: First, decompose your analysis into component parts; and second, make the presentation within the components clear and unambiguous. These guidelines are not only appropriate for your final product, but they also promote effective communication at intermediate stages by allowing your client to focus on those components that seem weak or unconvincing. Decomposition and clarity also tend to crystallize disagreement between you and your client. Although this may seem like a disadvantage, it usually is not. By crystallizing disagreement at an early stage in your project, your draft analysis helps you determine which of your client's beliefs might be changed with further evidenee and which are rigid. In this way your preliminary drafts. and other structured interaction with your Client reduce the chances that your analysis will ultimately be rejected.
The steps in the rationalist mode, shown in Figure 15.1, provide a general out- line for decomposing your analysis. While your final analysis must be written as if you began with the problem description (step Fl) and moved sequentially to your recommendations (step S5), you should not necessarily try to write (as opposed to present) the components of your preliminary drafts in strict order lest you encounter the "analysis paralysis". we mentioned earlier. Obviously, the steps cannot be treated as if they were completely independent. For example, the impact categories you choose for evaluating your alternatives (step Si) cannot be finalized until you have specified the relevant goals (step P2). Nonetheless, very early in your project you should try to write a draft of each of the components as best you can. This effort forces you to think configuratively and anticipate the sort of information you will need to make the final draft effective. This may be particularly valuable in helping you move from problem to solution analysis so that you do not end up with an overdeveloped description of the status quo and an underdeveloped analysis of alternative policies.
Keeping Your Client's Attention
Clients are typically busy people with limited attention spans. Reading your analysis will be only one of many activities that compete for your client's attention. You bear the burden of producing a written analysis that anticipates your client's limited time and attention .
While most of your suggestions stress presentational issues, timeliness is by far the most important element. If you are trying to inform some decision, then you must communicate your advice before the decision must be made. Sometimes clients can delay decisions. Often, however, the need to vote, choose a project, approve a budget, or take a public stand places strict deadlines on clients and, therefore, on their analysts. While you should always strive for excellence, keep in mind that an imperfect analysis delivered an hour before your client must make a decision will almost always be more valuable to your client than a perfect analysis delivered an hour after the decision has been made.
You can facilitate more effective communication with busy clients by following a few straightforward rules: provide an executive summary and a table of contents; set priorities for your information; use headings and subheadings that tell a story; be succinct; and carefully use diagrams, tables, and grap
Your analysis should not read like a mystery. Rather than holding your client in suspense, tell her your recommendations at the very beginning in an executive summary, The executive summary should be a concise statement of the most important elements of your analysis including a clear statement of your major recommendations. An analysis of more than a few pages should have a separate executive summary that stands on its own. It should generally be structured so that the last sentence of your first paragraph presents your recommendation and the subsequent paragraphs rehearse the analysis that supports it. Your objective should be to produce a concise statement that clearly conveys the essence of your advice and why you are offering it.
Especially in large organizations, you may be asked to produce policy, memoranda with strict length limits, often one or two single-spaced pages:Preparing these memoranda Can be challenging; as they should include the basic elements of a policy analysis - explicit goals, concrete alternatives, systematic comparison, and clear recommendation. A common way to accommodate these demands within the length constraint is to limit attention to the status quo and a single alternative. Indeed, the demand for these policy memoranda often comes in the form of a request to assess a particular policy proposal. As in an executive summary, the first paragraph of the memorandum should set out the issue being addressed and conclude with a dear statement of the recommendation. The second paragraph typically frames the policy problem and states the relevant goals. The third paragraph specifies the policy alternative. Subsequent paragraphs compare the alternative to the status quo policy in terms of the goals. Based on the comparisons, the final paragraph supports the recommendation set out at the end of the first paragraph.
A table of contents enables your client to see at a glance where your analysis is going. It presents the structure of your decomposition so that your client can focus on aspects of particular interest. Together with the executive summary, the table of contents enables your client to skip portions of your analysis without losing the major points. While everyone wants people to read what they write, you should consider yourself successful (at least in a presentational sense) if your client takes your advice on the basis of your executive summary and table of contents alone.
You should arrange your material so that a client who reads sequentially through your analysis encounters the most important material first. Usually a ten-page analysis is not nearly as useful to the busy client as a five-page.analysis with five pages of appendices. Doesn't the client still have to read ten pages of material? Only if she wants to! By breaking the analysis into five pages of text and five pages of appendices, you have taken the responsibility for prioritizing the information, As you and your client develop an ongoing relationship, your client may find it unnecessary to check the background facts and theoretical elucidations provided in the appendices.
Headings and subheadings allow your client to, move through an analysis much more quickly. As a general rule, headings sh