Collaborative Problem Solving

Executive Review


Present and explain the report to the executive or convener in a way that it is understood, accepted, and supported.

In presenting the plan, policy, strategy, or recommendations to the legislative chair, agency director, or other executive for whom the strategy was developed, it may be necessary to clarify the logic, assumptions, key tasks, and processes that underlie the choice of strategy. In most collaborative processes, the strategy selected by the group and the logic on which it was based will not be a surprise to the executive or convener.

The executive authority determines whether to accept the strategy submitted by the collaborative. He or she may also defer acceptance and ask for more information, analysis, broader stakeholder review, or other inputs. In the case of deferred acceptance of the strategy by the convener, the process team decides what further work or process would be an appropriate response.

Depending on what agreements regarding confidentiality were made, outside constituency groups may receive a version of the group’s output, although it may not be the full report submitted to the executive.

Setting the stage for implementation is a key consideration.

Submit plan to executive, if appropriate.

  • A formal or informal presentation to the executive is made by the group.

Develop and implement a dissemination plan at the discretion of the executive.

  • Group members hold meetings/workshops to explain logic of the strategy
    and answer questions about the plan development process.
  • Group members provide testimony to legislative bodies and others, as

There is no decision by the executive.
When the executive neither formally accepts nor rejects the group’s work, participants can request a meeting with the executive as an “action-forcing” initiative or embark on their own dissemination strategy, provided it does not violate previous agreements with the convener.

There is no action by the executive.

When the executive accepts the plan or report in principle but takes no steps to execute it, the group can seek meetings with the executive and offer to assist in promoting the work or building support.

The executive wants a particular focus in order to “sell” the plan to constituents.

Participants may have to negotiate with the executive or conveners about how best to organize, synthesize, and frame the report in ways that make it accessible without sacrificing the integrity of the analysis.

Related Examples

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