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Step 3. The group used a Force Field Analysis to describe what was keeping the <br /> department from solving the above issues, and what was pushing us to want to <br /> solve the above issues. <br /> Step 4. The group brainstormed solutions. <br /> Step 5. The group then combined solutions into unique scenarios. <br /> Step 6. Finally, the group evaluated each scenario with the "report card" method, using <br /> the original issues plus additional factors as criteria for testing the strength of <br /> each scenario. <br /> Force Field Analysis Results <br /> The tables in Appendix D illustrate the results of the Force Field Analysis work. The <br /> group began with the first issue, vision and priorities, and continued to discuss one <br /> issue at a time before pursuing solutions. It became clear that some of the answers to <br /> the Force Field Analysis for one issue overlapped with others, and that explains the <br /> more limited entries in the last few tables. <br /> The Force Field Analysis allows participants to discuss the positives and negatives of a <br /> situation so they are easily compared. It also encourages people to look at the root <br /> causes of a problem, so that solutions address the real issue, rather than a symptom. <br /> The results of the Force Field Analysis are described as follows: <br /> 1. No Vision for Where the Program is Headed; No Clear Setting of Priorities <br /> in the Stormwater Program <br /> The team presented several reasons for the department not having an overall <br /> vision for the program, and no set priorities. The overwhelming size of the <br /> stormwater program and the way it is spread throughout the department makes it <br /> hard for everyone to see the big picture. The shared decision - making model, the <br /> organizational tendency towards process, and lack of a designated lead person <br /> does not result in a common vision and priorities but rather vision /priorities by <br /> division or work group. Additionally, the perception from outside the organization <br /> may be that we have a well run program because we are accomplishing a lot. <br /> The team expressed a desire to be more proactive in our approach. With many <br /> responsibilities competing for our time, and the feeling that resources are finite, we <br /> desire direction -- to know what's important to spend our time on. We would like <br /> to focus on the high priority things versus trying to do everything. And, we would <br /> like to be able to defend and explain the program to co- workers and community <br /> members. <br /> 4 <br />