Make the Right Action Possible

The principle

An organization cannot reasonably expect people to follow a process they do not understand or cannot operate. Capacity includes training, usable guidance, access to advice, and time to apply the standard. A policy should translate abstract expectations into decisions people actually face, including what to do when they are uncertain.

Worked example

A fictional volunteer group requires careful handling of private contact information. Instead of emailing a long policy once, the coordinator demonstrates the approved sharing settings, gives volunteers a short scenario, and identifies a person who can answer questions. A new volunteer practices sending a restricted test file. The exercise reveals that one role lacks the necessary permission, which is corrected before real records are involved.

Limits and judgment

Training completion is weak evidence of practical competence. People can attend a session without understanding the procedure, and tools may later change. Use realistic checks and accessible formats, update guidance when the workflow changes, and investigate repeated confusion as a design problem. More training is not always the solution; simplifying an unnecessarily complicated process may produce better behavior with less effort.

RETRIEVE. REASON. REMEMBER.

Knowledge check.

Choose one answer for each question, then check your reasoning.