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