After reading this page:
- you've learned what objectives are.
- you've learned how objectives relate to the Tygron Platform.
- you've learned what elements form an objective in the Tygron Platform.
- you've learned how to create an objective.
- you've learned what to do when an objective cannot be defined clearly.
An objective is a goal which a person or organization desires to reach, often within a given timeframe. By setting such a goal for oneself or another, it is possible to guide decision making processes and activities towards a specific end-state.
How objectives relate to the Tygron Platform
In the Tygron Platform, each user has the objective of their selected stakeholders. Objectives is not one single distinct component of the Tygron Platform. Instead, they form because of the existence of three components:
- assignment of a stakeholder
- indicators connected to a stakeholder,
- indicator weights, the way a stakeholder values an indicator.
During a session, a participant will take actions based on their objective. It is important for participants to have an objective to work towards. Without a clear objective, a participant might not have a clear idea of what he has to do (which actions to take), and will be more inert.
Besides the objectives as they apply to the stakeholdera, a team and a project also have an objective. For teams, the implicit objective at all times is to maximize the progress indicators of all participants, so that their total score is maximized. This objective is a composite of the various objectives of the stakeholders.
The project itself also has an objective, in that the project exists for a specific purpose. This purpose cannot be changed because that goal is part of the process in which the project is deployed, and not part of the project itself.
During the process of creating a project, stakeholders, their objectives and their indicator weights and core of their objectives may prove to be a sensitive topic. When discussing these, take care not to bluntly state an objective as framed by a stakeholder is "wrong" or incorrectly prioritized in the process.
When creating a project, consider the responsibilities and opportunities for each stakeholder. For example, consider which indicators in the project are of interest to the stakeholder, and assign the indicators to the stakeholder. Concrete, measurable goals can be added in the form of an indicator. By changing the importance of each indicator, the objective can be defined further. Goals which cannot be measured easily, such as a desire or need for a stakeholder to cooperate with other stakeholders in general, are more difficult to express this way. Instead, these can be included in a stakeholder's assignment.
Because an objective is not a separate entity in the project, but rather the composite of several other components, it does not have a dedicated editing screen in the editor.
During the process of developing a project, it is possible to discover that a stakeholder's goals are unclear, or don't interact strongly with other aspects. The associated risk is that a participant does not have enough to do, or has a relatively easy task compared to others, which may be detrimental to the overall experience. To resolve this, several options are available.
Note that when any of these options are considered, it should be done carefully. Changing a stakeholder's objective changes a central aspect of the stakeholder. By altering the objective too much, you may diverge from the real world situation you are trying to emulate.
In some projects, it may be possible to combine stakeholders into a single stakeholder. This is an option when multiple stakeholders exist with similar functions and goals (such as multiple 'generic' companies) or with complementary tasks (such as a project developer wishing to develop housing, and a housing corporation who wishes to exploit that housing). By combining these, the stakeholder has a broader objective.
Another option is to create additional tasks for the stakeholder. This is not always desirable, as it may distract from the issues that the project should focus on. Care must be taken to have any additional goals supplement the existing goals within the initial theme of the project. For example, a housing corporation may need to build just a few houses during a session. However, in theory, the houses are worth more when the livability of the area is higher, so such an indicator could be added to their objective as well. But other indicators, such as water storage, may not be close enough to the central theme of housing, and thus would not be as relevant to add.
If it is not possible to provide a stakeholder with a sufficient objective, it is worth considering to make the stakeholder an unselectable party in the project. Depending on the target audience and the process in which the Tygron Platform is deployed, this may not be an option, however.