notice that these points relate to process rather than result . Governance and the definitions and nature of government reform as part of the larger process merit a longer discussion and are afforded such in the latter half of this monograph .
Towards a working set of principles : ORHA and CPA ’ s differences and their implications on future principles
The nature of counterfactuals is that we cannot , of course , know for certain that ORHA would have produced the success that eluded the CPA . We can , however , say a few things for certain . It is clear that there were fundamental differences between the two organizations ’ mindset and strategic approach . We can make safe statements based on experience and hindsight about the consequences of some of the CPA ’ s different approaches . We can see evidence of flexibility , analysis and long-term thinking in ORHA ’ s approach that was not present in the CPA strategy . As I have already mentioned , even if ORHA ’ s approach would have produced a clean success , we also know from experience that no prior plan should ever be used in new situations without change . By highlighting the differences between the two approaches ( rather than simply fleshing out a post-mortem of ORHA ’ s or the CPA ’ s salient points ) in light of experience , we should however be able to shine light on a set of principles that can serve us well in the design of future operations .
11