THE EVENT PLANNING MODEL: THE EVENT OPERATIONAL PLANNING PHASE
MECHANISM 1: THE CULTIVATION OF THE OPERATIONAL PLANNING NETWORK
To begin the operational process, an event manager must facilitate the formation of the operational planning network. This network requires an event manager to have the sensitivity to facilitate the assignment of the best possible people, along with the correct number and combination of indi- viduals with planning expertise to meet the event’s operational planning requirements. There is no single formula for assigning the network of individuals correctly; each situation is unique. However, if individuals
are assigned incorrectly, problems that influence the efficiency of plan development may arise. The task of creating operational plans for each component requires an intricate combination of talented planners who can develop the operational plans for their component as well as coor- dinate and cooperate with other event component personnel.
A simple exercise will demonstrate the complexity of assigning indi- viduals to tasks. Consider subdividing the members of your class to complete a number of components that could be in a typical traditional or niche event. How would you subdivide the class? What elements would you consider in subdividing the group? There are many ways to assign network members, including dividing individuals into groups that have similar expertise; creating groups that offer a wide variety of expertise, which could broaden the knowledge base; or creating groups that are devised on the basis of whether they work well together. Individuals could be placed in groups on the basis of their personal interest in the com- ponent. There is not one particular way to subdivide the group that can be applied to every situation. It is important for an event manager to develop an understanding and sensitivity to the elements of assigning individual members of the network according to the particular context.
Individuals assigned to each event operational planning component make up a node. A node may be further subdivided into constituent nodes.
For example, those planning the accommodation component can be subdivided into constituent nodes whereby each is responsible for the accommodation plans of a separate part, such as those for the event partic- ipants, another for the officials and a third node that manages the accom- modations for the organizing committee members. Linkages between constituent nodes foster the interactions required to complete the overall accommodation planning tasks.
The linkages between nodes (including linkages within a component and between components) create a network of multilateral intraorganizational alliances. These linkages determine how members interact to establish plans, manage planning decisions and manage issues or problems. Each linkage is part of the structural design creating a network alliance that can be unique in its application.
The design of the network alliance is crucial to the effectiveness of the development of successful operational plans. There are many influences that impact the design of a network alliance. To illustrate examples of some of the influences, the characteristics found within contingency
theory, complexity theory and agency theory can be applied to a network design.
Application of contingency theory
Contingency theoryindicates that there is no single correct way to struc- ture the alliance linkages between the planning nodes. This is because, as contingency theory states, the search for one correct structure is simply not appropriate in our world, as no one system of organization that “is superior to all others in all cases” can be found (Owen, 2001, p. 399). The structure of each operational planning alliance must be efficiently designed for the specific needs of each event.
An application of this characteristic of contingency theory during the event operational phase implies that an operational network design that worked for a previous event may not work for any other event. So what guides the design of each network in the operational planning phase?
Wijngaard and de Vries (2006) suggest that it is the authority and respon- sibility assigned with the tasks that determine a configuration or structure.
This structure establishes expected behaviours of the event operational network members and the event planners who guide the network design.
This implies that an event manager needs to be sensitive to the event context in order to effectively configure the multilateral positions – the role of the members, the power, approvals, subdivisions and overall autonomy – required for event operational planning. A combination of organic struc- tures (whereby members have the authority to make decisions concerning their component) and hierarchical structures may be needed for the com- plex event environment. There is no one predetermined structural design that has been deemed best for operational planning for the event compo- nents. An event manager needs to be open to different intraorganizational network designs which may be needed for the various event components.
Application of complexity theory
Complexity theory is also applicable in the event operational phase.
Complexity theory indicates that a basic condition of our contemporary environment is that it is in a pivotal state (Doherty & Delener, 2001). This means that the environmental conditions include levels of “uncertainty,
diversity and instability” (Stacey, 1996, p. 349). A stable state in the envi- ronment is not achievable because “the world is primarily made of dissipative structures” (Keirsey, 2003, p. 4). Dissipative structures involve a constant evolution of structures as they are being pulled apart and refitted by several forces, and this means one cannot be expected to be in a state of “equilibrium” (p. 4). Complexity in the environment includes the evolving nature of structures, which means we cannot expect to work in an environment devoid of change.
An application of the characteristics of complexity theory indicates that an event manager must efficiently design the operational network alliance to make it adaptable for conditions of change. An understanding that change is expected implies that once the network alliance is designed and instituted, the work of the designer is not finished. The network must be managed to cope with new or changing conditions.
A state of equilibrium cannot be expected within the event operational network. Change may involve the movement of network members within the nodes, the replacement of some members or the reconfiguration of how the nodes interact. Multilateral intraorganizational network alliances are made over time, and adaptations must also be made continuously to ensure that the design meets the flexibility demands for developing operational plans to stage an event. This requirement can be a constant and time-consuming task for an event manager.
Application of agency theory
Agency theoryis concerned with two key issues that are applicable to the operational planning phase. Both issues are concerned with ensuring the cooperation of planning efforts. The first issue involves “the desires or goals of the principal and agent conflict [as] . . . it is difficult or expensive for the principal to verify what the agent is actually doing” (Eisenhardt, 1989, p. 57). An application of this issue means that the operational planning network needs to (1) ensure all parties understand their expected behaviour while in the operational planning phase, (2) encourage the group to work toward the collective goals and objectives, (3) work toward efficient group progress, and (4) ensure excellent communication among the network members concerning the operational planning progress. If excellent communication is not facilitated between network members, the result can be difficulty in understanding or verifying the progress being
made by the multiple members in the network that are completing the operational planning. Further, the second issue in agency theory involves
“risk sharing that arises when the principal and agent have different attitudes toward risk” (p. 58). An application of this issue means that the network members must manage operating planning risk elements, such as the timing of the completion of operational plans, and be concerned with the impact of critical time periods.
MECHANISM 2: GENERATING WRITTEN OPERATIONAL PLANS