High Impact Tools and Activities for Strategic Planning: Creative Techniques for Facilitating Your Organization's Planning Process
McGraw Hill Professional, Dec 22, 1997 - Business & Economics - 424 pages
Not just another book on the theory of strategic planning, here are dozens of recipes for creative group activities to facilitate strategic planning in any organization. Designed for use by consultants, facilitators, and management team leaders, step-by-step instructions guide you through exercises for gaining employee and management participation, gathering feedback from management about the current state of the organization, creating an organized mission, vison and values statement, and planning so that the vision becomes reality. Ready-to-use reproducible materials and handouts are also included.
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15 minutes 20 minutes 60 minutes action plans Allow 30 minutes areas Ask participants behavior brainstorming challenge Chris Argyris collaboration commitment common ground consensus create creative critical culture decision develop diagnostic dialogue discussion effective employees engage example experience facilitator feedback focus focus groups future Henry Mintzberg ideas identify implementation important individuals involved issues John Kotter large group leaders leadership learning Medicine Wheel meeting ment mindmap minutes 30 minutes mixed groups nization opportunity orga organization organization's organizational outcomes perspective Peter Senge planning effort planning process Post-It notes priority problem solving products and services questions responses result role scenario Scenario Planning session share small groups Steering Committee steering group step stimulate strategic goal STRATEGIC PLANNING ACTIVITY success SWOTs Analysis systems thinking task force themes thinking tion understanding values Vegas Voting vision statement
Page 207 - We believe our first responsibility is to the doctors, nurses and patients, to mothers and fathers and all others who use our products and services. In meeting their needs everything we do must be of high quality. We must constantly strive to reduce our costs in order to maintain reasonable prices. Customers' orders must be serviced promptly and accurately.
Page 207 - Gone With The Wind,' it seems every new movie has either 'hell' or 'damn' in it." "I read the other day where some scientist thinks it's possible to put a man on the moon by the end of the century. They even have some fellows they call astronauts preparing for it down in Texas.
Page 192 - Truly great companies understand the difference between what should never change and what should be open for change. between what is genuinely sacred and what is not.
Page 55 - The basic difference between an ordinary man and a warrior is that a warrior takes everything as a challenge, while an ordinary man takes everything as a blessing or a curse.
Page 203 - Companies that enjoy enduring success have core values and a core purpose that remain fixed while their business strategies and practices endlessly adapt to a changing world.
Page 192 - Every organization needs values, but a lean organization needs them even more. When you strip away the support systems of staffs and layers, people have to change their habits and expectations, or else the stress will just overwhelm them.
Page 92 - ... between the interests of the individual and the interests of the community as a whole, which merely restates the problem.
Page 207 - ... themselves. The word goal is used here in the special sense of the overarching purpose, the big dream, the visionary concept, the ultimate consummation which one approaches but never really achieves. It is something presently out of reach; it is something to strive for, to move toward, or become. It is so stated that it excites the imagination and challenges people to work for something they do not yet know how to do, something they can be proud of as they move toward it.