ABSTRACT
Work through these simple steps: What, at first, seems to be the problem or opportunity? What is the reason for
the manager to intervene? Who is the principal participant, audience, visitor or group of visitors? How do people engage in the activity, in what groups, and where are the
linkages? Who holds or controls the resources? Within the recreation chain or web, who has the most power to supply or
deny the leisure experience? Who can help the process along, speed it up or slow it down? What determines the speed of delivery? Who is involved? Who stands to gain, and by what? (There is usually a network of people
whose interest is served by the principal participant’s enjoyment of his or her leisure.)
Who stands to lose, and from what? (There are sometimes people in the chain or web, who bear some of the costs-disturbance, opportunity costs, damage, and in extreme cases, injury-and who are not necessarily recompensed.)
Now, on reflection, what is the real leisure or recreation problem or opportunity?
