12 minutes
A navigation-load review you can run Run a short structured review of one path a person travels, and leave with one change, one owner and one review point.
What you’ll be able to do Complete a five-question navigation-load review on a real path and produce one change with a named owner and a review point. Compare the responses to this question and explain your choice: How do you choose? Draft Navigation-load review for your work, including path reviewed, actions required of the person, heaviest step and why. Walk it as the person, not as the process Process maps are drawn from the inside: boxes for the work the organization does, arrows for what moves between them. A navigation-load review is drawn from the outside. Every action the person must take is a box. Everything the organization does is an arrow. The picture that results is usually unfamiliar to the people who run the process, which is the point.
The five questions How many separate actions must the person take between first contact and service start? Count each call, form, document, appointment and trip.
Which action requires the most of them — the most time, the most organization, the most confidence, the most privacy given up?
What capability does each action quietly assume, and who does not have it?
Where do people most often stop, and how would you know?
What is one change, who owns it, and when will you look again?
Navigation-load review One page that turns a walk-through into a change with an owner. Keep it short enough that running it again is easy.
Path reviewed From first contact with ___ to start of ___
Actions required of the person Count, then list the three heaviest
Heaviest step and why What it assumes; who does not have it
Where people stop What tells you, and what would tell you better
One change, one owner, one date Named person; a date to look again
Run it on one path, then send the page to whoever owns that path.
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Download this published draft Make the finding somebody's What you can change You control whether the review ends in a document or in an assignment. A finding without an owner is an observation, and observations do not change paths.
What to watch for Do not let the review become a standing agenda item. One change, made and checked, is worth more than a complete inventory nobody acts on.
Your next step Send this week's finding to one named person with one proposed change and one date.
What you are looking for An assumed capability
Something the step quietly requires: a printer, a weekday morning, a phone with minutes, a quiet room, reading English, a stable address. Usually the cheapest thing to fix once it is named.
A transferred action
Work the organization could do that the person is asked to do instead. Each one is a place where the path can end.
An unowned interval
Time between two services during which no role holds the person. The most common place people are lost and the least likely to appear in any record.
A silence treated as consent
No response read as no need. The people least able to respond are the ones this reading fails.
Carry this forward Counting the actions required of the person is the fastest way to find where a path loses people.
The step that asks the most is rarely the step that looks hardest from inside the process.
A review produces nothing unless it ends with one change, one name and one date.
A completed review of one path, naming actions required, the heaviest step, one change and one owner.
Run the review on one path this month and send the finding to whoever owns that path.
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Previous lesson Back to course Participation and course completion in this program do not count toward DHS-required training credits unless management, a director, or DHS leadership expressly approves an exception.
