Concepts and connections

An action is something someone does.

Someone does something in particular circumstances.

An action can be described at different levels. Sending an offer may be part of recruiting customers and introducing a service. What is included in the description matters when explaining or assessing what was done.

Example. The manufacturer introduces a paid maintenance service. Sending offers, arranging technicians’ time and making visits can be parts of that undertaking.

An intention is what someone means to do.

Someone intends to do something.

It can concern something to be done later or an action already under way. An intention may cover a whole undertaking while leaving many details of how to carry it out unsettled.

Example. The manufacturer intends to offer maintenance to businesses using its equipment. That intention can leave the initial price and booking arrangements unsettled.

A purpose is what someone seeks to achieve by doing something.

Someone does something in order to achieve something.

The purpose explains what the action is for. A person may do something intentionally without pursuing a further purpose.

Example. The business introduces the service to earn income from supporting equipment already in use.

An objective is something someone aims to achieve.

Someone aims to achieve something.

An objective can concern a single action or a larger undertaking. It may be expressed through a number or a date where these help specify what is sought.

Example. It aims to establish a maintenance service that customers use and that earns enough to cover its costs. It needs to specify the period and costs against which this achievement will be assessed.

A means is a way of doing something or bringing about a result.

Someone does something by doing something else, or uses something to achieve a result.

Means can include actions and what is used to carry them out. A person may explain a proposal by saying what they aim to achieve and how the proposed means would help achieve it.

Example. It proposes to provide maintenance through scheduled visits by its technicians. An alternative would be to arrange for another business to carry out the work.

Information is what is learned or reported about a situation.

Someone receives or has information about something.

The source, accuracy and completeness of the information can matter to its use. People may have the same information and understand its significance differently.

Example. Trial records show the bookings, income and time spent travelling and maintaining equipment.

An appreciation of the situation is an understanding of what matters in it and how this bears on what to do.

Someone understands the situation in a particular way and gives weight to particular features of it.

This involves bringing facts together, seeing their significance and considering how relevant principles apply. It can change how someone sees a situation even when the facts they know remain the same.

Example. Longer travel times matter because the same technicians must carry out repairs already promised. Their significance depends on the work, available time and commitments involved.

A principle is a general consideration that guides judgement or action.

Someone judges or acts according to a principle.

A principle needs to be understood in relation to the situation in which it is used. Several principles may matter to the same decision, and there may be reasons for giving one greater weight.

Example. The business adopts the principle of keeping existing commitments when taking on new work. It considers this when deciding which maintenance bookings to accept.

Deliberation is weighing reasons for and against doing something or taking a particular course.

Someone considers whether to do something, weighing the reasons for and against it.

It concerns whether to act or which course to take. It can be brief or extended, and people can deliberate together.

Example. The team weighs whether to offer maintenance across its existing customer base or begin in a smaller area.

A plan sets out how someone proposes to proceed.

Someone plans how to do something.

A plan can be simple or detailed, written down or held in mind. It may specify actions, their order, the means to be used and who will do what.

Example. The plan identifies the customers to approach, the work and price offered, and how technicians’ visits will be arranged.

A decision settles a question about what to do.

Someone decides whether, what, how or when to act.

A decision may settle an entire course or one matter within it. Deciding to do something and carrying it out can be examined separately.

Example. During the trial, the team decides to restrict the next bookings to one area and use a revised schedule.

Resolve is determination to carry an intention or decision through.

Someone is determined to do something or carry a decision through.

Someone can remain determined while being prevented from acting. There can also be good reasons to reconsider what was intended or decided.

Example. The team remains determined to honour promised repairs despite pressure to accept more maintenance bookings.

Execution is carrying out an action or plan.

Someone carries out an action or plan in particular circumstances.

Carrying something out can require attention, care, judgement, tact and control. What is required depends on the action and the circumstances as they develop.

Example. Staff accept bookings and carry out maintenance visits, using judgement where equipment needs more attention than expected.

A result is what comes about through an action or course of action.

An action brings about or contributes to something.

A result may be intended or unintended. Explaining what happened also involves considering the part played by the action and by other circumstances.

Example. The trial produces maintenance income and uses technicians’ time. Whether the income covers the relevant costs requires a further comparison.

A stage, in the machinery of action, is a distinguishable kind of work involved in acting.

An undertaking involves gathering information, understanding the situation, planning, deciding or carrying something out.

Following Austin, the term is used here to distinguish these kinds of work. Their order and interaction depend on the activity; further information or planning may be needed while carrying it out.

Example. During the trial, the team receives information, appreciates its significance, revises the schedule and decides how to proceed.

A phase is one of the successive parts of a larger activity.

Someone carries out one part of an activity, then another.

The phases depend on how the particular undertaking is organised. Each phase may involve several kinds of work.

Example. Preparing the trial, running it and reviewing it are successive parts of this undertaking. Several kinds of work occur within each part.