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Kaufman Roger, Oakley-Browne Hugh, Watkins Ryan, Leigh Doug. Strategic Planning for Success Aligning People, Performance, and Payoffs

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Kaufman Roger, Oakley-Browne Hugh, Watkins Ryan, Leigh Doug. Strategic Planning for Success Aligning People, Performance, and Payoffs
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.
List of Tables and Figures
Preface xix
Busting Old Paradigms and Using New Ones: Defining and shaping our future
Today’s Paradigms
The New Realities
Ignoring the New Realities
Paradigms That Work
Create a Better Future
Critical Success Factors for Strategic Thinking that Works
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
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
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
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
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
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
Creating Change: making sure the change effort really brought about change
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
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
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
About the Authors
About the International Society for Performance Improvement
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