This process is usually subdivided into functions, components or steps. I have found that one of the chief disadvantages of this approach is that when groups try to apply it systematically, they often get caught up in the details of defining the problems and inventorying resources, and rarely get around to devoting much time to implementation and evaluation. Initial planning cycles are quite small in time and scope.
Implementation occurs in small increments that allow rapid evaluation and quick adjustment of plans.
The experience gained is thus incorporated into subsequent cycles. Problem analysis and solution development equate more or less to the planning stage of the MSH spiral model and the first four steps of the health planning and management model. Operations research can become an effective managment tool to resolve problems encountered in day to day health service delivery. All of the above planning and management processes consist of comparable components, and, as your might already suspect, also parallel the creative process and the learning process. In my extensive work with primary health care I have found that operations research is not only an effective management tool, but that it can also be a catalyst to promote community development.