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Practical Workbook 01 · Online edition

Engagement that
changes decisions.

What can people still change about your project? How long do they have to have their say?

Read here, add your notes or download the five-page A4 workbook. The online edition adapts to your screen and stays in light mode.

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01 · Start with a decision

Who can act on what people say?

If you can’t name what is open and when it closes, you’re about to run an information session and call it consultation. Start with one real decision.

For the person who owns the decision

The engagement lead can open the conversation. Someone with authority must be willing to act on what comes back.

What it takes

Attention before the choice is locked, time to test alternatives and willingness to change the plan.

What it helps prevent

Promises your team cannot deliver, followed by rework or an explanation that arrives too late. This is a delivery question, not a communications task.

02 · Set the boundaries

Fixed is a claim. Test it.

Before asking for views, separate what is fixed, what is open and what still needs an answer.

What cannot change? Record the reason and who verified it.

What could change in a way affected people would notice?

What needs checking, and who will check it?

Test the constraint: is it a requirement, a verified limit or a preference? “We would rather not” needs an honest label.

03 · Map the decision

Agree the scope before the invitation.

Complete this with the person who can authorise a change.

What choice is still open? Use the boundaries above.

Who decides? Who else must advise or approve?

Who is affected or missing, including people whose rights or cultural authority need direct engagement? How can they take part?

What criteria will be used? How will options and differing views be weighed?

Who will explain the outcome and own the commitments?

04 · Write the invitation

Make the invitation honest.

A fictional example: the footpath diversion

Residents, traders and people with access needs identify a lost rest point and delivery problems on route A.

The delivery manager asks the team to test route B with better wayfinding and revised delivery access. The checks show it can work. Route B is chosen and the team explains what changed and what remains unresolved.

People were asked while the choice was open. The record shows what was heard, what was tested and why route B was chosen.

“We are deciding ____. You can influence ____. ____ is outside this decision because ____. Contribute by ____, using ____. ____ will decide, considering ____. We will explain the outcome by ____.”

Can someone outside the project explain what could change? If not, revise the invitation. If nothing is open, explain the decision honestly or seek authority to reopen it.

05 · Follow through

Show what happened.

Complete this after the decision. Keep disagreement and unresolved concerns visible.

Include views that challenged the preferred approach.

What changed, what stayed the same and why?

Unresolved issue or commitment / owner / due date / feedback date.

Take your thinking with you.

Download a text copy of your answers to keep or share with your team. Nothing is submitted to the Ministry.

Next: Practical Workbook 02

When the client holds the constraints.

Use and adapt the working pages for your own projects. Share the original with attribution. No resale or rebranding.

This is a planning aid, not evidence of support, and it won’t do the thinking for you.

The Ministry of Engagement

Unofficially official guidance from the Ministry.