strategic planning pt 2 - mission

LDR 660 – Strategic Planning

Winter II – Wallace – Week 2

Quick Update• We’re completely on

line the next two weeks working through Bryson and some additional readings.

• If you need help, don’t understand, or find instructions confusing, email or call me and we’ll fix it.

Assignments – Week 2

• Watch the presentations.

• Read Chapters 4-6 in Bryson and Resource B.

• Doc Sharing Week 2 Articles: Applicable Reading.

• Discussion Threads

Mandates?• Most employees

don’t know what’s mandated by whom or why.

• You can’t accomplish what you don’t know.

• Confusion causes inaction or wasted resources and frustration.

Bryson, 2011

Mandates

• Identification (formal and informal)

• Interpretation of requirements

• Clarification of what’s not allowed (could lead to goals).

• Clarify what’s not ruled out.

Bryson, 2011

Mission, Vision, Values

All organizations are led by a guiding vision

(Bennis, 2003)

Mission: Reason for existence; Purpose.

Vision: Where are we going?

Values: How will we behave in achieving the vision & mission?

Mission Clarity?The American Red Cross, a humanitarian organization led by volunteers and guided by its Congressional Charter and the Fundamental Principles of the International Red Cross Movement, will provide relief to victims of disaster and help people prevent, prepare for, and respond to emergencies (2010).

The American Red Cross prevents and alleviates human suffering in the face of emergencies by mobilizing the power of volunteers and the generosity of donors (2012).

Lost Organizations - Ethics A lack of vision for what they were there to accomplish, a lack of values anchoring their work. And from that, a lack of understanding of how to incorporate the results-focus of vision and values into the heart of everything they do. Because vision and values are all about end results (Gottlieb, 2007).

One Key To Success

• “The key to success for public and nonprofit organizations (and for communities) is the satisfaction of key stakeholders.”

Bryson, 2011• Doesn’t that apply to

for-profits as well?

The Department of “Why?”• Start with purpose• Construction of a “purpose

network” or “purpose expansion”• Choose the purpose that fits your

new sense of purpose• Let that purpose be your guide• Always keep asking yourself,

“What is our real purpose here?”• Change your purpose when it’s

appropriate, but not whimsically.

Bryson, 2011

You Get What You Measure

• Purpose exploration shows the connections between:– Actions and

outcomes – Means and ends – Influences and

resultsBryson, 2011

Deming – Org Diseases• Lack of constancy of purpose• Emphasis on short-term profits• Evaluation by performance, merit

rating, or annual review of performance• Mobility of management• Running a company on visible figures

alone• Excessive medical costs• Excessive costs of warranty, fueled by

lawyers

Deming - PDCA

Graphic Source: Wikimedia

Deming - Obstacles• Neglecting long-range planning• Technology dependency• Examples over solutions• Making Excuses• Believing management skills can be taught in

classes• Reliance on quality control rather than

employees• Blaming workforces (15%) for mistakes

when Org Design & management (85%) causes unintended consequences

• Inspection over product quality

Purpose Mapping

Bryson, 2011

Higher Purpose Levels• Act as visions, missions, or goals

guiding lower-level actions• Guide knowledge exploration activities• Show where changes be needed• Serve as the basis for strategy

formulation• Expand the search for options from

which strategies and actions might be selected

• Keep people from “jumping to solutions” and fighting over the wrong things Bryson, 2011

Lower Purpose Levels

• Serve as the basis for strategic programming• Guide knowledge exploitation activities in

fairly stable technological and stakeholder environments

• Provide the focus for process management and improvement activities (TQM, ISO 9000, Six Sigma, Lean Six Sigma, etc.)

• Show where tight-coupling makes sense – around key processes

• Show where most people’s attention should be focused most of the time

Bryson, 2011

Coupled Systems - Weick

Organizational Design?• Consider the

organizational change you’ve been through at current or previous employers, at Siena Heights, and even in organizations you volunteer at.

• What was the experience like and did it work?

Mission = Purpose• Who are we?• What need are we

meeting?• How do we know what

the needs are?• What do we respond to

stakeholders?• What is our philosophy,

values and purpose?• How are we unique?

Bryson, 2011

References• Barbara C. Crosby and John M. Bryson, Leadership for the

Common Good, 2nd Edition (San Francisco: Jossey-Bass, 2005)• John M. Bryson, Strategic Planning for Public and Nonprofit

Organizations, 3rd Edition (San Francisco: Jossey-Bass, 2004)• John M. Bryson, “What To Do When Stakeholders Matter,”

Public Management Review, 6(1), 2004, pp. 21-53.• John M. Bryson and Farnum K. Alston, Creating and

Implementing Your Strategic Plan, 2nd Edition (San Francisco: Jossey-Bass, 2004)

• Colin Eden and Fran Ackermann, Making Strategy (Thousand Oaks, CA: Sage, 1998)

• Gerald Nadler and Shozo Hibino, Breakthrough Thinking, 1998.

• Paul C. Nutt and Robert W. Backoff, Strategic Management for Public and Third Sector Organizations (San Francisco: Jossey-Bass, 1992)