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Once you have decided on the "what should be" model, this target standard becomes the basis for developing a road map for investigating alternatives. Considering multiple alternatives can significantly enhance the value of your ideal solution. Postpone the selection of one solution until several problem-solving alternatives have been proposed. Evaluating the possible impact of new tools and revised policies in the development of your "what should be" model.Reviewing and documenting how processes currently work (i.e., who does what, with what information, using what tools, communicating with what organizations and individuals, in what time frame, using what format).These steps support the involvement of interested parties, the use of factual information, comparison of expectations to reality, and a focus on root causes of a problem. The sections below help explain key problem-solving steps. Helpful problem-solving techniques include using flowcharts to identify the expected steps of a process and cause-and-effect diagrams to define and analyze root causes. Evaluate long-term results based on final solutionĭiagnose the situation so that your focus is on the problem, not just its symptoms.Establish ongoing measures and monitoring.Seek acceptance or consensus by all those affected.Gather feedback from all affected parties.Plan and implement a pilot test of the chosen alternative.State the selected alternative explicitlyĤ.Evaluate both proven and possible outcomes.Evaluate alternatives relative to established goals.Evaluate alternatives relative to a target standard.Seek alternatives that may solve the problem.Specify short- and long-term alternatives.Specify alternatives consistent with organizational goals.Include all involved individuals in the generating of alternatives.Postpone evaluating alternatives initially.Avoid trying to solve the problem without data.Determine in which process the problem lies.Identify what standard or expectation is violated.Consult each faction involved for information.