If you know that the individual or group in question is indeed informed about your project and has made you chase them around and allowed you to leave repeated phone and e-mail messages without giving you an answer, drop the idea without hesitation or regret. This point is especially important for coordinators who are inherently trusting. During the planning stage, you will be asking colleagues for their advice with regard to candidates who could take on a given task. That is to say, people will be making recommendations. Repeatedly in the course of Scenarios from the Sahel , we have been able to overcome unexpected setbacks easily and fluidly if, for a given phase, the primary project partners were team players with a strong, genuine commitment to stopping the epidemic and alleviating its many consequences.
Nothing can stop people like that.
In short, we encountered problems on those occasions because we had made bad decisions during the planning stage. In those negative circumstances, some argued the Scenarios process should be seized upon precisely to bring territorialists into the fold and to introduce them to a model of teamwork and partnership. That same argument was made with regard to Scenarios ' potential to blunt the harsh, damning views of certain religious traditionalists. The following are a few considerations you may want to bear in mind. More than anything they illustrate the fact that costing is an individual matter for each project.