THE RECOMMENDATION

Mr. Roy must design and run an effective persuasion campaign, set the stage for ac-
ceptance, develop a bold message that provides compelling reasons to do the
things that he has planned, help everybody interpret proposals for change and remind
his unit in a positive and uplifting tone of their shared mission and ideals.
 ACTION PLAN

Mr. Roy must create and manage a persuasive campaign that starts weeks or months
before the real plan is made concrete in order for change to stick. So before making
his project a permanent feature, Mr. Roy must put forward and start it for a trial time.
By doing this, he will also gain insight into the involvement and type of response
they will obtain.

Mr. Roy needs to create the conditions for acceptance before declaring the policy or
giving a set of instructions. He needs to establish a framework for the audience to in-
terpret the information and messages at the time of delivery. He must control the at-
mosphere as time goes on to ensure that everybody’s emotional states support imple-
mentation and follow-through. Mr. Roy must develop a bold message that provides
compelling reasons to do the things that he has planned.

Once the stage has been set for acceptance, Mr. Roy must help everybody interpret
proposals for change. Complex plans can be interpreted in any number of ways; not
all of them ensure acceptance and favourable outcomes. He needs to use frames to
provide context and shape perspective for new proposals and plans. By framing Mr.
Roy will help people digest ideas in particular ways. 

Mr. Roy must gently and encouragingly remind his team of their common goals and
values. He must explain to them what to anticipate and give further specifics on the
strategy. He needs to persuade his team that the plan is theirs and not just his. He
must be open to advice from his group.

In the end, all the participants need to feel that their sacrifices have not been in vain
and that their accomplishments have been recognised. So the plan can be in a way
that the participants earn points for their exceptional volunteer service. There can be
awards for areas such as outstanding performance, multiple years of service and so
on. This could be done at the end of the event to recognise the volunteers and an-
nounce the winners, this might help in boosting up participation and morale.

This plan depends upon mutual suggestions, mutual trust and the mutual desire of the
unit to succeed.
 CONTINGENCY PLAN

There is a flip side to this whole situation, since they have been under bad publicity,
they must tread with caution and there is a possibility of less participation. In case of
less participation, instead of being disappointed, the unit must come together to un-
derstand what the community needs and what it is concerned about, does the unit
have a clear vision, have people who have influence to change things been participat-
ing, have they done enough to identify and invite people from the community, are the
conditions enough to allow diversity and so on. If this fails, they must not lose hope
and instead wait for while and then restructure the programme keeping in mind all the
things that might have possibly lead to failure.