III. TOWARDS A SOLUTION

     After identifying the root-cause problem, the GSI staff then 
determined the needs of GSI for a planned change or  improvement.  
This  was  done  in  3 steps.  First, the  staff  looked  at  the 
subproblems  in each category of systematization,  compatibility, 
and  wholeness.  Then, it presented the ideal situation  or  what 
should  be  for  each of the subproblems with  reference  to  the 
GSI vision and mission that were previously formulated.  The last 
step consisted of determining the needs or what is needed to link 
the "what is" or the current situation (subproblems) to the "what 
should be" or desired situation (vision-mission).

     Table 11 shows the agreed upon needs for the subproblems  in 
systematization, compatibility, and wholeness.

     Table 11. GSI needs for planned change and improvement.

Subproblems              Needs               Ideal Situation
     
Systematization                              Systematization

Poor time and         Organization           Well-organized GSI
 organization          management system      effective and
 management                                   efficient system
 results in             Organization          optimal achievement
 confusion of            planning system      of objectives
 schedule and
 procedure              Manual of operating
                         procedures
                          Service
                          Training
                          Research
                          Administration
     
                        Implementation
                               
                        Evaluation 

Compatibility                                Compatibility

Improper orientation   Behavioral            Synchronization and 
 and attitudes          management            concerted efforts
 result in poor                               of all GSI staff         
 value prioritization    Orientation          towards GSI vision
                                              and mission
                         Persuasion          Effective and 
                                              efficient GSI
                         Evaluation 

                               19

Table 11. GSI needs for planned change and improvement (cont'd).

Subproblems              Needs               Ideal Situation

Wholeness                                    Wholeness

Poor coordination        Coordination        Effective and
 within GSI, with                             efficient GS I
 macrosystem, and         Reaching out        in achieving     
 related systems          Establish           its objectives
 result in disharmony      cooperative 
 in the organization        efforts and
                            relationships
 
                          Participatory
                           management 
                           approach

                          Implementation

                          Evaluation

     After  agreeing  upon the needs for the planned  change  and 
improvement, the GSI staff then weighed and ranked them according 
to  priority.   A  kind  of matrix  using  the  two  criteria  of 
importance  and  urgency  helped  the staff  in  coming  up  with 
priority  needs.   This matrix is shown in Table 12.  By  way  of 
consensus, the staff prioritized the needs of as follows:

     Priority one: Organization management system

     Priority two: Behavioral management

     Priority three: Coordination 

               Table 12. Matrix of prioritization.

                    important                not important

urgent         organization management 
                system
               behavioral management
               coordination               

not urgent    

                               20

     After  prioritizing the needs, the GSI staff  then  proposed 
and  decided  on  the most appropriate and  feasible  courses  of 
action for each need.  

     Table  13  shows  the advantages and  disadvantages  of  the 
proposed  courses of action for each need and Table 14 shows  the 
courses of action decided by the GSI staff.

  Table  13. Proposed courses of action and  their  advantages 
               and disadvantages.

Priority one: ORGANIZATION MANAGEMENT SYSTEM

Courses of action        Advantages          Disadvantages

Participatory            Increased           Time-consuming 
 management approach      motivation of      High cost
  organization            every staff
   planning system        --> full
                          participation 
                          --> longer
                          sustenance of
                          system
                          
Autocratic               Work done in        Disatisfied staff
 management approach      shorter span of    Problem of
                          time                sustenance

Work through a core      Work done in        Heavy workload for 
 group                    shorter span of      core group
                          time               Disatisfied staff
                                              who were not part
                                              of core group
                                             Problem of 
                                              sustenance                                             

Priority Two: BEHAVIORAL MANAGEMENT

Courses of action        Advantages          Disadvantages

Orientation and          Satisfied           Time-consuming
 persuasion               staff
                         Longer sustenance

Autocratic approach      Change in a         Disatisfied staff
                          shorter span of
                          time

                               21

  Table  13. Proposed courses of action and  their  advantages 
               and disadvantages (cont'd).

Priority Three: COORDINATION

Courses of action        Advantages          Disadvantages

Work through memo        Achievement in      No full cooperation 
 from macrosystem         shorter span of     especially from
                          time                disatisfied staff
                                              of related system

Work cordially through   Full coordination   Time-consuming
 a horizontal level       and cooperation    High cost
 with support from        after a mutually
 macrosystem              agreed upon
                          system
                         Longer sustenance

                               22