LDR.5:4.6 - Learn from participation and revise the affected direction

Follow what people actually do and what the receiver obtains. Notice who takes initiative, whose concern gets a response, which commitments hold and which support was decisive. Ask participants about consequential differences between the proposed and experienced work. Inspect non-participation before choosing its explanation: a missing time window, a mistaken promise and rejection of the aim call for different responses.

Reconsider the part whose premise changed. Failed integration can require a better subject method. An accepted workload that no longer fits needs a changed agreement. A useful result for the wrong population can require a revised direction and different participants. If the first experience changes what people consider worth doing, return to that purpose instead of treating their earlier acceptance as permanent consent.

Continue with adequate arrangements and support. Distribute further leadership only where people can and wish to take the contribution and the work permits it. LDR.1 develops or obtains the needed capability; HCD supplies human learning, and CB supplies continuing community participation when that becomes the actual undertaking. End an exhausted or unsupported collaboration while settling its existing commitments through their applicable arrangements.

Return both the useful work and the justified account: what people could undertake together, which conditions made it possible, and what remains unsettled. Evidence of a bounded collaboration supports its warranted continuation. C.28 is needed for a causal-effect claim, and C.36 for a cultural-continuation claim.