strategic planning introduction
DESCRIPTION
Based partially on Bryson (2011), this is the first class for the Siena Heights Graduate College LDR 660 Strategic Planning class I teach at Lake Michigan College.TRANSCRIPT
Strategic PlanningSIENA HEIGHTS - LDR 660 LA
WINTER II 2012
PROFESSOR WALLACE – WEEK 1
Introductions
• Each other• Course
design• eCollege• Syllabus• Schedule
Change• Groups
Unfortunate Reality
Source: www.dilbert.com
Why Bryson?
• This text is much more applicable to your current and projected career fields.• The theories, tools and
practices still apply to for profit organizations.• It’s $40 instead of $280
which is a much higher return on value.
Class Objectives
To increase your ability as an individual and in groups to apply:• Strategic thinking• Strategic acting• Strategic learning
Bryson, 2011
Strategic Planning – Strategic Management
• There is no one size fits all model that fits all organizations and circumstances.• Strategic planning and
strategic management are more than just a matter of your preferences, but what fits the organizational culture, mission, vision and values.
Multiple Models – Research• The Harvard Policy Model
• Strategic Planning Systems
• Stakeholder Management Methods
• Strategic Issues Management
• Hoshin Kanri
• Portfolio Models
• Competitive Strategy
• Balanced Scorecard
• Other approaches – causal (oval) mapping, story-making and -telling, simple rules, improvisation
Strategic Management = Strategic Planning + Implementation
Strategic Management – “The appropriate and reasonable integration of strategic planning and implementation across an organization (or other entity) in an ongoing way to enhance the fulfillment of mission, meeting of mandates, and sustained creation of public value”
Strategic Planning – “a deliberative, disciplined effort to produce fundamental decisions and actions that shape and guide what an organization (or other entity) is, what it does, and why it does it”
Implementation – “the ongoing effort to realize in practice an organization’s (or other entity’s) mission, goals and strategies, the meeting of its mandates, continued organizational learning, and the on-going creation of public value”
Source: J. M. Bryson (2010) “The Future of Public and Nonprofit Strategic Planning in the US,” Public Administration Review, Supplement to Volume 70, p. S295.
Unfortunate Reality
Source: www.dilbert.com
Process Design Functions
Bryson, 2011
Bryson, 2011
God’s Honest Truth
• Strategic planning and management are not soft sciences, they are hard arts.
• Expertise is something that is built slowly and requires engagement with both theory and practice.
• Engaging intentionally with the experiential learning cycle is one of the best ways of building expertise
• A key learning has to do with knowing how best to design strategic planning and management processes, including knowing which approaches, tools, and techniques to use
Bryson, 2011
Common Phrases
“We had a strategic plan in 2004 and it’s sat on the shelf ever since.”
“We have a strategic plan, but nobody follows it.”
“I saw it once, but it’s 60 pages long and who’s got time to go through that. There’s too much work to do.”
Unfortunate Reality
Source: www.dilbert.com
Kotter & Cohen (2002) - Change
• Increase urgency• Build team• Vision• Communicate buy-in• Action empowered• Incremental wins• Persistence• Organizational
reinforcement.
Howard Gardner (2006) - Change
1. Reason
2. Research
3. Resonance
4. Redescriptions:
5. Resources and Rewards
6. Real World Events
7. Resistances
Fernandez & Rainey (2006) - Change1. Ensure the need
2. Provide a plan
3. Build internal support & overcome resistance.
4. Top management commitment.
5. External support
6. Resources
7. Institutionalize
8. Pursue comprehensive change
Example
• Save the Children– http://www.savethechildre
n.org/site/c.8rKLIXMGIpI4E/b.6115947/k.8D6E/Official_Site.htm
• What can we tell just by looking at their website?
Case Study Discussion
• Take a few minutes to review the Pennsylvania Department of Transportation case study handout.–Stakeholders?–SWOT?–Key Issues?–Suggested Strategies?
Penn Dot Results?
• Potholes• Corruption• Image• Finance• Organization• Human resources
management• Gov. Thornburgh’s and
Tom Larson’s careers
Fernandez & Rainey (2006)• Identify and communicate the need for change• Provide a plan (a course of action or strategy for
implementing change) • Build internal support and overcome resistance • Ensure top management support and commitment • Build external support • Provide adequate resources to support the change
process • Institutionalize change • Develop an integrative, comprehensive approach
that achieves subsystem congruence
Romme: Organizations as Design (2003)
• Purpose: Produce systems that do not yet exist; change present system to desired.• View of knowledge:
Pragmatic - emphasize participation, discourse, experimentation.• Theory development: Does
an integrated set of design propositions work in a certain ill-defined problem situation?
People
Technology
Knowledge
Martin: Design of Business (2009)
STANCE
TOOLS
EXPERIENCE
Guides
Guides
Informs
Informs
Martin – Knowledge Funnel (2009)
Constructive Conflict (Deliberative argumentation)
• Careful observation
• Rich (rather than thin or superficial) description
• Normative reasoning about what constitutes a good outcome
• Consideration of various strategies for accomplishing outcomes
• Evaluation that reflects different attitudes, beliefs, and values.
(c) John M. Bryson, 2004-2011
Conflict KSA’sConflict Resolution Collaborative Communication
Encourage desirable, but discourage undesirable,
team conflict.
Use participative group problem solving
Understand communication networks and decentralized
networks
Recognize the type and source of conflict and
implement an appropriate conflict resolution
Recognize obstacles and implement appropriate
corrective actions.
Transparent: Messages should be: (1) behavior- or event-oriented; (2)
congruent; (3) validating; (4) conjunctive; and (5) owned.
Use (win-win) negotiation strategy rather than the
traditional distributive (win-lose) strategy.
Listen nonevaluatively and use active listening techniques.
Verbal vs. Nonverbal
Realize the importance of small talk & engagement
Campion & Stevens, 1994
Bryson, 2011
Initial Agreements• Whose plan is it?• What are the purposes of the process
and the plan? • What is “given,” and what is
possible?• How will the process be tailored to
fit the situation?• How will the process be managed?• How will the process be broken
down into phases, steps or tasks?• What schedule will be adopted?
(c) John M. Bryson, 2004-2011
Unfortunate Reality
Source: www.dilbert.com
Outcome Categories
(c) John M. Bryson, 2004-2011ContentProcess
Inta
ngi
ble
/In
visi
ble
Tan
gib
le/V
isib
leAdopted strategic plan spelling out:• Context• Mission and vision • Philosophy and values• Goals, objectives, and measures• Strategies• Action plans• Budgets• Evaluation processes
Documented commitments to:• Work program indicating steps,• procedures, contacts, and
deliverables• Stakeholder involvement process• Data collection and analysis process
and procedures• Procedural requirements and
expectations
Widespread appreciation of, and commitment to, mission, vision, philosophy, strategies and other key plan elements by:• Senior leadership• Major employee groups• Other key stakeholders
Widespread appreciation of:• Stakeholders and relationships, including
value positions, interests, and political and• psychological needs• How to work together productively• Effective conflict management• processes• Organizational culture – “how we think• about and do things around here”• Uncertainties about relationships, values,• and the environment• Requirements for achieving legitimacy
Stakeholders, not Shareholders.“A stakeholder is any person, group or organization that can place a claim on an organization’s attention, resources, or output, or is affected by that output.”
John Bryson
• Who do you include?
“There is no clear data supporting the notion that making shareholder value maximization the objective of the firm actually does maximize shareholder value over the long term.”
Roger Martin(Daniel Pink)
Stakeholder Maps
(c) John M. Bryson, 2004-2011
Potential Government Stakeholders
(c) John M. Bryson, 2004-2011
Bryson’s Complimentary Tools• The Basic Stakeholder Analysis Technique• Power vs. Interest Grids• Stakeholder Influence Maps• Bases of Power – Directions of Interest Diagrams• Stakeholder Position on Issue or Proposal versus
Stakeholder Importance Grids• Stakeholder Role Plays• Combined, these:– Specify how each stakeholder influences the organization–Decide what the organization needs from each stakeholder– Rank the stakeholders according to their importance to the
organization (c) John M. Bryson, 2004-2011
Power vs. Interest Grids
Interest
Power
Crowd Context Setters
Subjects Players
Source: Eden and Ackermann, 1998.
Bases of Power & Interest
AchieveEquitable
Treatment for Player’s Group
PLAYERor other Stakeholder
Pursue Benefits for Stakeholder
X or Y
Advance Player’s View of the
Common Good Garner More Resources
PreservePower
Authority
Legitimacy
ExpertsMoney
CoerciveAbility
Numbers
Connectionsto
Influentials
Power affects stakeholder’s ability to pursue their interests
Interests will frame stakeholder’s view
of situation and any program or evaluation
(c) J. M. Bryson, M. Q. Patton, and R. A. Bowman, 2005-2011
Stakeholder Support vs. Opposition
(c) J. M. Bryson, M. Q. Patton, and R. A. Bowman, 2005-2011
Weak supporters
Strong supporters
Weak opponents
Strong antagonists
Su
pp
ort
Stakeholder Power
Op
pos
itio
n
Weak Strong
How Do Previous Classes Relate?
This Will Not Be Our Reality
Source: www.dilbert.com
Group Project Introductions