Step 1: a. In general--determine wh

Step 1: a. In general--determine who, what, how, where and when (the critical facts in a case).
Gaining Familiarity b. In detail--identify the places, persons, activities, and contexts of the situation.
c. Recognize the degree of certainty/uncertainty of acquired information.

Step 2: a. List all indicators (including stated "problems") that something is not as expected or as desired
Recognizing Symptoms b. Ensure that symptoms are not assumed to be the problem (symptoms should lead to identification of the problem).

Step 3 a. Identify critical statements by major parties (e.g., people, groups, the work unit, etc.).
Identifying goals b. List all goals of the major parties that exist or can be reasonably inferred.

Step 4 a. Decide which ideas, models, and theories seem useful.
Conducting the Analysis b. Apply these conceptual tools to the situation.
c. As new information is revealed, cycle back to substeps a and b.

Step 5 a. Identify predicaments (goal inconsistencies).
Making the Diagnosis b. Identify problems (descrepancies between goals and performance).
c. Prioritize predicaments/problems regarding timing, importance, etc.

Step 6 a. Specify and prioritize the criteria used to choose action alternatives.
Doing the Action Planning b. Discover or invent feasible action alternatives
c. Examine the probable consequences of action alternatives.
d. Select a course of action.
e. Design an implementation plan/schedule.
f. Create a plan for assessing the action to be implemented.

ผลลัพธ์ (อังกฤษ) 2:

Step 1: a. In general - Determine Who, what, How, where and when (the Critical Facts in a Case).
Gaining familiarity B. In detail - Identify the Places, persons, activities, and contexts of the situation.
C. Recognize the Degree of certainty / uncertainty of acquired information. Step 2: a. List all indicators (including stated "Problems") Something that is not as expected or as desired Recognizing Symptoms B. Ensure that symptoms are not assumed to be the Problem (symptoms should Lead to Identification of the Problem). Step 3 a. Identify Critical statements by Major Parties (eg, people, groups, the Work UNIT, etc.). Identifying goals B. List all goals of the Major Parties that exist or be reasonably inferred Can. Step 4 a. Decide which ideas, models, and theories seem useful. Conducting the Analysis B. Apply these conceptual Tools to the situation. C. As New information is revealed, and a B Cycle Back to Substeps. Step 5 a. Identify predicaments (Goal inconsistencies). Making the Diagnosis B. Identify Problems (Descrepancies between goals and Performance). C. Prioritize predicaments / Problems regarding Timing, importance, etc. Step 6 a. Specify the criteria used to choose and Prioritize Action Alternatives. Doing the Action Planning B. Discover feasible or invent Action Alternatives C. Examine the probable Consequences of Action Alternatives. D. Select a course of Action. E. Design an implementation Plan / Schedule. F. Create a plan for assessing the action to be implemented.