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Strategic Planning For Success Aligning People, Performance, and Payoffs,9780787965037

Strategic Planning For Success Aligning People, Performance, and Payoffs

by ; ; ;
Edition: CD
Format: Hardcover
Pub. Date: 3/6/2003
Publisher(s): Pfeiffer
Availability: This title is currently not available.

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

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