Strategic Planning Models

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Strategic Planning Models

• EDU 572 Systems, Change and Planning
• Cardinal Stritch University
• Kristine Kiefer Hipp, Ph.D.

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Purpose of Basic Strategic Planning

• Clearly define the vision AND mission of the
  organization
• Establish realistic goals and objectives and
  timelines
• Communicate the goals/objectives to the
  organizations stakeholders
• Focus the resources on key priorities
• Build strong teams that solve major problems
• Establish the value of building consensus around
  a common vision
• Provide a base from which progress can be
  measured and monitored.
• Increase efficiency, effectiveness, and
  productivity

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Basic Strategic Planning Made Simple

• Identify the ideal state (vision)
• Identify the purpose (mission statement)
• Identify degree of tension between ideal and
  real
• Select goals to accomplish the mission
• Identify strategies to reach the goals
• Identify strategies to reach each goal
• Identify action plans to reach each strategy
• Monitor and update the plan
• Missing Regular ongoing internal and external
  scans Information about possible futures

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Alternative Planning Models

• Issue- or Goal- Based Planning
• Alignment Planning
• Scenario Planning
• Organic Planning

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Issue-Based or Goal-Based Planning

• --- Applies the basic Strategic Planning Design
  but is ongoing and changes with emerging issues
• Conduct an Internal/External assessment using
  SWOT
• Identify and prioritize major issues and goals
• Design strategies, programs, policies and
  procedures to meet goals
• Design (update) the vision, mission and values
• Establish action plans
• Record the above in a Strategic Planning document
• Develop an annual Operating Plan document
• Develop and authorize the budget
• Conduct the plan
• Monitor, evaluate and update the document and
  consider other models as needed

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Alignment Planning

• --- Applies the basic Strategic Planning Design
  and ensures strong alignment between the
  organizations mission and its resources
• ---The model is helpful for fine-tuning and
  discovering why current strategies arent working
• Outline the organizations mission, programs,
  resources and needed support
• Identify whats working well and what needs
  adjustment
• Strategize how adjustments should be made
• Include the adjustments as strategies in the plan

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Scenario Planning

• --- Applies the basic Strategic Planning Design
  and is useful in identifying issues and goals
  based on national, state and local trends
• ---Starts with priorities and moves to a
  SWOT.then
• Select several external forces and imagine
  related changes that could influence the
  organization
• Create scenarios for each force (best case, worst
  case, OK case)
• Identify potential strategies in each scenario to
  respond to each change
• Identify common strategies across scenarios and
  select those most likely to affect the
  organization

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Organic or Self-Organizing Planning

• --- Involves an unfolding a naturalistic
  organic planning process v. a mechanistic,
  linear process
• ---Focuses on common values, dialogue around the
  values, and ongoing, shared reflection around the
  systems current and preferred processes
• Clarify the organizations values using dialogue
  and story-boarding
• Articulate the groups vision using the same
  techniques
• Meet regularly to dialogue about processes needed
  to arrive at the vision
• The team assumes responsibility for these
  processes, focuses on learning and less on
  method, and determines how to portray plans to
  stakeholders

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Ongoing Dialogue is Key toOrganic Planning

• The Fifth Discipline suggests dialogue is a free
  flow of meaning between people with three basic
  conditions of dialogue
• Participants must suspend their assumptions.
• Participants regard one another as colleagues.
• There must be a facilitator of dialogue.
• Smith, Barry, Piotrowski, Ogunbowale, 2004

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Key Components of an Organic Planning Model

• Belief in self-organizing and organic planning
• Commitment to be a learning organization
• Large group and teamwork dialogue
• Values, vision and boundaries
• Responsible leadership
• Visual story-boarding
• Patience tolerance
• Open information
• Reflection
• Trust
• Smith, Barry, Piotrowski,
• Ogunbowale, 2004

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This is a new way of thinking about our
responsibilities. In a self-organizing system,
people do for themselves what in the past has
been done to them.Margaret Wheatley Myron
Kellner-RogersA Simpler Way
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This presentation has been modified fromBasic
Overview of Various Planning Models by Carter
McNamara, MBA, PhD The Management Assistance
Program for Nonprofits (website)
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Future Search Finding Common Ground

• EDU 572 Systems, Change, and Planning
• Cardinal Stritch University
• Kristine Kiefer Hipp, Ph.D.

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Overview (see also, module, pp. 184-185)

• Task/Action orientedmove quickly from
  discussing/planning to action.
• 4-5 meetings, as close together as possible,
  half-day each. Or, 3 days, 16 total hours. Action
  steps and the people responsible for them are the
  intended outcome.
• 60-80 people in room, diverse, all relevant
  stakeholders.
• Written record on flip charts.
• As in the Chadwick conflict resolution process,
  skill-building occurs through the process, and is
  important. Outside training is available.
• Skill development in dealing with ambiguity and
  conflict, skeptics, fight/flight, trusting the
  non-trained to self-manage tasks, work on your
  own issues of control, rescuing, lecturing,
  stereotyping, and looking good.
• See futuresearch.net