Strategic Planning For Success Aligning People, Performance, and Payoffs

by Kaufman, Roger; Oakley-Browne, Hugh; Watkins, Ryan; Leigh, Doug

• ISBN13: 9780787965037
• ISBN10: 0787965030
• Edition: 1st
• Format: Hardcover
• Copyright: 2003-03-06
• Publisher: Pfeiffer

Summary

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.

Author Biography

<b>Roger Kaufman</b> is director of Roger Kaufman &amp; Associates and professor and director of the Office for Needs Assessment and Planning at Florida State University. <p> <b>Hugh Oakley-Browne</b> is managing director and founder of Hugh Oakley-Browne and Associates in New Zealand, performance improvement executive with BHP in Australia. <p> <b>Ryan Watkins</b> is an assistant professor at George Washington University in Washington, D.C. <p> gt;Doug Leigh</b> is an assistant professor at Pepperdine University, Los Angeles, California.

Table of Contents

List of Tables and Figures	xiii
Preface	xix
Introduction	1	(3)
Busting Old Paradigms and Using New Ones: Defining and Shaping Our Future	4	(35)
Chapter Goals	4	(1)
Today's Paradigms	5	(11)
The New Realities	16	(2)
Ignoring the New Realities	18	(7)
Paradigms That Work	25	(2)
Create a Better Future	27	(7)
Summary	34	(5)
Critical Success Factors for Strategic Thinking That Works	39	(18)
Chapter Goals	39	(1)
Six Critical Success Factors for Strategic Thinking and Planning	40	(2)
Is Change Strategic?	42	(2)
The Strategic Thinking and Planning Process	44	(7)
The Consequences of Ignoring the Critical Success Factors	51	(6)
System (and Systems) Thinking	57	(24)
Chapter Goals	57	(1)
The Organizational Elements Model	58	(6)
Defining the Organizational Elements	64	(8)
The Organizational Elements Describe a System	72	(7)
The Organizational Elements---Useful Applications	79	(1)
Planning from a Helicopter vs. Planning from the Ground	79	(2)
Preparing to Plan: Ensuring You Do the Right Thing and Not Simply Do Things Right	81	(30)
Chapter Goals	81	(3)
The Strategic Planning Process	84	(5)
Preparing to Plan	89	(7)
Mega Level Visioning: Committing to the Longest View	96	(6)
Assessing Resistance to Change	102	(1)
Barriers---Common Mistakes Made by Strategic Planners	103	(8)
Assessing Needs: Defining the Critical Gaps in Results . . . And Putting Them in Priority Order	111	(47)
Chapter Goals	111	(1)
Needs Assessment or Wants Assessment?	112	(1)
Defining Needs and Wants	113	(10)
Needs Assessment Benefits	123	(3)
The Organizational Elements	126	(5)
The Needs Assessment Process	131	(7)
Gathering the Data	138	(5)
Data Gathering Methods	143	(9)
Selecting Priority Needs	152	(2)
Will the Needs Assessment Work?	154	(4)
Solving Problems: Closing the Priority Gaps	158	(29)
Chapter Goals	158	(1)
Solving Problems---An Overview	159	(5)
Two Common Problem Solving Errors	164	(1)
Errors in Formulating the Problem	165	(2)
Simple Problem Solving	167	(6)
Complex Problem Solving	173	(14)
Developing Smarter Objectives: Thinking Audaciously, Being Audacious, Delivering High Payoff Results	187	(37)
Chapter Goals	187	(1)
Why Objectives?	188	(5)
Categories of Objectives	193	(1)
``Smarter'' Criteria for High Impact Objectives	194	(9)
Identify Key Result Areas	203	(4)
Select Performance Indicators	207	(6)
Detecting Non-Smarter Objectives	213	(5)
Develop Mission Objectives	218	(3)
Summary	221	(3)
Creating Change: Making Sure the Change Effort Really Brought About Change	224	(33)
Chapter Goals	224	(1)
Creating and Managing the Change from Present Results to Desired Results	225	(1)
Transition Management Plan	226	(5)
The Paradox of Building Commitment Through Pain	231	(3)
Define Key Roles for Change	234	(7)
Develop Sponsorship	241	(3)
Preparing Change Agents and Advocates	244	(3)
Managing Resistance Effectively	247	(3)
Force Field Analysis	250	(7)
Scoping and Scanning the Organization: What Means Will Achieve the High Payoff Results	257	(51)
Chapter Goals	257	(1)
Scoping and Scanning	258	(1)
SWOT Analysis	259	(12)
Analyzing the Business Logic	271	(13)
The Relationships Among the Business Logics	284	(2)
The Cultural Screen	286	(22)
Delivering High Payoff Results	308	(23)
High Payoff Results	310	(9)
Fourteen Steps to Useful Results and Performance	319	(8)
A General Problem Solving Process Model	327	(1)
Avoiding Success	328	(2)
Summary	330	(1)
Appendix A: Paradigm Shift for Teaching/Learning	331	(10)
Appendix B: A Glossary and Classification of Terms and Tools	341	(14)
Appendix C: A Suggested Code of Professional Conduct for Defining and Delivering High Payoff Results	355	(8)
References	363	(10)
Index	373	(10)
About the Authors	383	(4)
About the International Society for Performance Improvement	387	(2)
How to Use the CD-ROM	389