Typical Writing Situation:
All feasibility reports share one
essential characteristic i.e. they are written to help decision[1]makers
to choose between two or more courses of action. Even when a feasibility report
seems to focus primarily on one course of action, the readers are always
considering a second course: to leave things the way they are. An example of
leaving things the way they are, is to continue to use metal parts rather than
plastic parts in the sailboats. In many situations, however, readers will
already have decided that some change is necessary and will be choosing between
two or more alternatives to the status quo.
The Questions Readers Ask Most
Often: As they think about the choice they must make, decision-makers ask many
questions. From situation to situation, these basic questions remain the same.
That’s why it becomes possible for one to use the similar superstructure of
feasibility report for variety of situations. Decision makers ask questions
such as:
Why is it
important for us to consider these alternatives?
b. Are your criteria reasonable and
appropriate?
c. Are your facts reliable?
d. What are the important features of the
alternatives?
e. How do the alternatives stack up
against your criteria?
f. What conclusions do you draw
about the alternatives?
g. What do you think we should do?
a. Why is it
important for us to consider these alternatives?
Decision-makers ask this question
because they want to know why they have to make any choice in the first place.
Your readers may need a detailed explanation of a problem to realize the
importance of considering alternative courses of action. On the other hand, if
the readers are familiar with the problem, they may see the importance of
considering the alternatives, if you simply remind them of the situation.
b. Are your
criteria reasonable and appropriate?
To help your readers choose between
the alternative courses of action, you must evaluate the alternatives in terms
of specific criteria. At work, people want these criteria to reflect the needs
and aims of their organization.
c. Are your
facts reliable?
Decision-makers want to be sure that
your facts are reliable before they take any action, based on those facts.
d. What are the
important features of the alternatives?
Readers want you to present an
overview that highlights the key features of each alternative. So that, they
can understand your detailed discussion of the alternatives
e. How do the
alternatives stack up against your criteria?
The heart of a feasibility study is
your evaluation of the alternatives in terms of your criteria. Your readers
want to know the results.
f. What
conclusions do you draw about the alternatives?
Based upon your detailed evaluation
of the alternatives, you will reach some general conclusion about the merits of
each alternative. Decision-makers need to know your conclusions because these
overall judgments form the basis for decision-making.
g. What do you
think we should do?
In the end, your readers must choose one of
the alternative courses of action. Because of your expertise on the subject,
they want you to help them by telling, what you recommend.
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