Jossey-Bass/Pfeiffer, 2003. — 416 p."Strategic Planning for Success" offers you a pragmatic guide to the design and development of practical and pragmatic strategic thinking and organizational alignment that will yield high-impact results and measurably add value to you, your organization, your clients, and society. Unlike other books on the topic, this volume goes beyond simply detailing the tools and techniques of design and development by clearly showing how to align what you do with what will be most valuable to all stakeholders. Using this unique approach will yield extraordinary results adding measurable value that flows from individual performance accomplishment to organizational and societal contributions.Contents List of Tables and Figures Preface xix Introduction Busting Old Paradigms and Using New Ones: Defining and shaping our future Goals Today’s Paradigms The New Realities Ignoring the New Realities Paradigms That Work Create a Better Future Summary Critical Success Factors for Strategic Thinking that Works Goals Six Critical Success Factors for Strategic Thinking and Planning Is Change Strategic? The Strategic Thinking and Planning Process The Consequences of Ignoring the Critical Success Factors System (and Systems) Thinking Goals The Organizational Elements Model Defining the Organizational Elements The Organizational Elements Describe a System The Organizational Elements—Useful Applications Planning from a Helicopter vs. Planning from the Ground Preparing to Plan: Ensuring you do the right thing and not simply do things right Goals The Strategic Planning Process Preparing to Plan Mega Level Visioning: Committing to the Longest View Assessing Resistance to Change Barriers—Common Mistakes Made by Strategic Planners Assessing needs: defining the critical gaps in results . . . And putting them in priority order Goals Needs Assessment or Wants Assessment? Defining Needs and Wants Needs Assessment Benefits The Organizational Elements The Needs Assessment Process Gathering the Data Data Gathering Methods Selecting Priority Needs Will the Needs Assessment Work? Solving Problems: Closing the Priority Gaps Goals Solving Problems—An Overview Two Common Problem Solving Errors Errors in Formulating the Problem Simple Problem Solving Complex Problem Solving Developing Smarter Objectives: Thinking audaciously, being audacious, delivering high payoff results Goals Why Objectives? Categories of Objectives Smarter Criteria for High Impact Objectives Identify Key Result Areas Select Performance Indicators Detecting Non-Smarter Objectives Develop Mission Objectives Summary Creating Change: making sure the change effort really brought about change Goals Creating and Managing the Change from Present Results to Desired Results Transition Management Plan The Paradox of Building Commitment Through Pain Define Key Roles for Change Develop Sponsorship Preparing Change Agents and Advocates Managing Resistance Effectively Force Field Analysis Scoping and Scanning the Organization: what means will achieve the high payoff results Goals Scoping and Scanning SWOT analysis Analyzing the Business Logic The Relationships Among the Business Logics The Cultural Screen Delivering High Payoff Results High Payoff Results Fourteen Steps to Useful Results and Performance A general Problem Solving Process Model Avoiding Success Summary Appendices Paradigm Shift for Teaching/Learning A Glossary and Classification of Terms and Tools A Suggested Code of Professional Conduct For defining and Delivering High Payoff Results References Index About the Authors About the International Society for Performance Improvement
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