Strategic planning for success: aligning people, performance, and payoffs
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| Format: | Book |
|---|---|
| Language: | English |
| Published: |
San Francisco
Jossey-Bass/Pfeiffer
2003
|
| Subjects: | |
| Online Access: | Publisher description Table of contents Inhaltsverzeichnis |
| Item Description: | Includes bibliographical references (p. 363-371) and index |
| Physical Description: | XXII, 391 S. graph. Darst. 1 CD-ROM (12 cm) |
| Format: | Systems requirements for accompanying computer disk: Windows PC; 486 or Pentium processor-based personal computer; Microsoft Windows 95 or Windows NT 3.51 or later; Minimum RAM: 8 MB for Windows 95 and NT; Available space on hard disk: 8 MB Windows 95 and NT; 2X speed CD-ROM drive or faster; Netscape 3.0 or higher browser or MS Internet Explorer 3.0 or higher; or Macintosh; Macintosh with a 68020 or higher processor or Power Macintosh; Apple OS version 7.0 or later; Minimum RAM: 12 MB for Mac |
| ISBN: | 0787965030 |
Staff View
MARC
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| 245 | 1 | 0 | |a Strategic planning for success |b aligning people, performance, and payoffs |c Roger Kaufman ... [et al.] |
| 264 | 1 | |a San Francisco |b Jossey-Bass/Pfeiffer |c 2003 | |
| 300 | |a XXII, 391 S. |b graph. Darst. |e 1 CD-ROM (12 cm) | ||
| 336 | |b txt |2 rdacontent | ||
| 337 | |b n |2 rdamedia | ||
| 338 | |b nc |2 rdacarrier | ||
| 500 | |a Includes bibliographical references (p. 363-371) and index | ||
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| 650 | 4 | |a Planification stratégique | |
| 650 | 4 | |a Strategic planning | |
| 700 | 1 | |a Kaufman, Roger |e Sonstige |4 oth | |
| 856 | 4 | |u http://www.loc.gov/catdir/description/wiley039/2002014802.html |3 Publisher description | |
| 856 | 4 | |u http://www.loc.gov/catdir/toc/wiley031/2002014802.html |3 Table of contents | |
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Record in the Search Index
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|---|---|
| adam_text | CONTENTS
list of Tables and Figures xiii
Preface xix
Introduction 1
1 BUSTING OLD PARADIGMS AND USING NEW ONES: DEFINING
AND SHAPING OUR FUTURE 4
Chapter Goals 4
Today s Paradigms 5
The New Realities 16
Ignoring the New Realities 18
Paradigms That Work 25
Create a Better Future 27
Summary 34
2 CRITICAL SUCCESS FACTORS FOR STRATEGIC THINKING THAT WORKS 39
Chapter Goals 39
Six Critical Success Factors for Strategic Thinking and Planning 40 vii
Viii CONTENTS
Is Change Strategic? 42
The Strategic Thinking and Planning Process 44
The Consequences of Ignoring the Critical Success Factors 51
3 SYSTEM (AND SYSTEMS) THINKING 57
Chapter Goals 57
The Organizational Elements Model 58
Defining the Organizational Elements 64
The Organizational Elements Describe a System 72
The Organizational Elements—Useful Applications 79
Planning from a Helicopter vs. Planning from the Ground 79
4 PREPARING TO PLAN: ENSURING YOU DO THE RIGHT THING
AND NOT SIMPLY DO THINGS RIGHT 81
Chapter Goals 81
The Strategic Planning Process 84
Preparing to Plan 89
Mega Level Visioning: Committing to the Longest View 96
Assessing Resistance to Change 102
Barriers—Common Mistakes Made by Strategic Planners 103
5 ASSESSING NEEDS: DEFINING THE CRITICAL GAPS IN RESULTS...
AND PUTTING THEM IN PRIORITY ORDER 111
Chapter Goals 111
Needs Assessment or Wants Assessment? 112
Defining Needs and Wants 113
Needs Assessment Benefits 123
The Organizational Elements 126
CONTENTS ix
The Needs Assessment Process 131
Gathering the Data 138
Data Gathering Methods 143
Selecting Priority Needs 152
Will the Needs Assessment Work? 154
6 SOLVING PROBLEMS: CLOSING THE PRIORITY GAPS 158
Chapter Goals 158
Solving Problems—An Overview 159
Two Common Problem Solving Errors 164
Errors in Formulating the Problem 165
Simple Problem Solving 167
Complex Problem Solving 173
7 DEVELOPING SMARTER OBJECTIVES: THINKING AUDACIOUSLY, BEING
AUDACIOUS, DELIVERING HIGH PAYOFF RESULTS 187
Chapter Goals 187
Why Objectives? 188
Categories of Objectives 193
Smarter Criteria for High Impact Objectives 194
Identify Key Result Areas 203
Select Performance Indicators 207
Detecting Non Smarter Objectives 213
Develop Mission Objectives 218
Summary 221
X CONTENTS
8 CREATING CHANGE: MAKING SURE THE CHANGE EFFORT REALLY
BROUGHT ABOUT CHANGE 224
Chapter Goals 224
Creating and Managing the Change from Present Results
to Desired Results 225
Transition Management Plan 226
The Paradox of Building Commitment Through Pain 231
Define Key Roles for Change 234
Develop Sponsorship 241
Preparing Change Agents and Advocates 244
Managing Resistance Effectively 247
Force Field Analysis 250
9 SCOPING AND SCANNING THE ORGANIZATION: WHAT MEANS
WILL ACHIEVE THE HIGH PAYOFF RESULTS 257
Chapter Goals 257
Scoping and Scanning 258
SWOT Analysis 259
Analyzing the Business Logic 271
The Relationships Among the Business Logics 284
The Cultural Screen 286
10 DELIVERING HIGH PAYOFF RESULTS 308
High Payoff Results 310
Fourteen Steps to Useful Results and Performance 319
A General Problem Solving Process Model 327
Avoiding Success 328
Summary 330
CONTENTS xi
APPENDIX A: PARADIGM SHIFT FOR TEACHING/LEARNING 331
APPENDIX B: A GLOSSARY AND CLASSIFICATION OF TERMS AND TOOLS 341
APPENDIX C: A SUGGESTED CODE OF PROFESSIONAL CONDUCT FOR DEFINING
AND DELIVERING HIGH PAYOFF RESULTS 355
References 363
Index 373
About the Authors 383
About the International Society for Performance Improvement 387
How to Use the CD ROM 389
LIST OF TABLES AND FIGURES
Table 1.1 Early Futurists and Their Landmark Works 5
Table 1.2 Why Paradigms Shift 10
Table 1.3 Fads Checklist 13
Table 1.4 Implications of Ignoring the New Realities 19
Table 1.5 Implications of Ignoring the New Realities in Your
Organization 24
Table 1.6 Traditional Planning vs. the High Payoff Results Oriented
Paradigm 29
Table 1.7 Checking Whether Organizations Care 32
Figure 1.1 Progression from Mega to Inputs 36
Table 2.1 Six Critical Success Factors 40
Table 2.2 Checklist for Assessing Strategic Change 42
Figure 2.1 The New Paradigm 45
Figure 2.2 Current Results to Desired Results 46
Table 2.3 Ends Achieved at the Mega, Micro, and Macro Levels 47
Figure 2.3 The Chain of Results 48
xiii
Xiv LIST OF TABLES AND FIGURES
Table 2.4 Self Assessment 50
Table 2.5 Determining the Implications for Your Organization 54
Table 2.6 Decision Chart 55
Figure 3.1 Functional Silos or Stovepipes 61
Table 3.1 Heaps vs. Systems 62
Figure 3.2 Traditional Organizational Chart 63
Figure 3.3 The Organizational Elements Model 64
Table 3.2 Three Levels of Results 65
Figure 3.4 Rolling Down from Mega and Up to Align Resources,
Means and Methods, Operational, Organizational, then
Societal Results 66
Table 3.3 Internal and External Influences 67
Table 3.4 Examples of Processes 67
Figure 3.5 Jumping to Conclusions 70
Table 3.5 Types of Customers and Results 71
Figure 3.6 Interactions Among Organizational Elements 72
Table 3.6 Sample Application of OE Model 73
Table 3.7 What Is Exercise 74
Table 3.8 Descriptors and Examples 75
Figure 4.1 The Strategic Planning Process 85
Table 4.1 Formal Strategic Planning Readiness Assessment 88
Table 4.2 Scoring and Interpretation Sheet for Readiness
Assessment 89
Table 4.3 Checklist for Preparing to Plan 90
Table 4.4 Three Planning Levels 91
Table 4.5 How to Discriminate the Planning Level 93
Figure 4.2 Categories of Clients (They Are Best Linked) 94
Table 4.6 Planning Levels 98
Table 4.7 Assessing Your Paradigm 98
LIST OF TABLES AND FIGURES XV
Table 4.A Addressing Levels of Planning:
You and Your Organization 100
Table 4.B Addressing Levels of Planning: Other Organizations 100
Table 4.8 Assessing Resistance to Change 103
Table 4.9 Common Mistakes 104
Table 4.10 Questions by Level of Result 107
Table 5.1 Levels of Need 113
Figure 5.1 Gap Between Current and Desired Results 114
Table 5.2 Confusing Wants and Needs 114
Table 5.3 What Are the Actual Needs? 115
Table 5.4 Different Questions to Ask 117
Table 5.5 Differentiating Needs from Wants 119
Table 5.6 Answers to Exercise 120
Table 5.7 Assessing the Benefits of Needs Assessments 127
Figure 5.2 From Present to Desired Results 128
Table 5.8 Fuzzy vs. Useful Examples 129
Table 5.9 Three Levels of Needs Assessment 130
Figure 5.3 Relating and Rolling Down Needs Assessment by Level 131
Figure 5.4 The SOCER Model 132
Table 5.10 Comparing Needs Assessments by Level 136
Table 5.11 Applying the Model to Quasi Needs Assessments 137
Table 5.12 Essential Questions 142
Table 5.13 Observation Advantages and Disadvantages 144
Table 5.14 Rating Scale for Group Interview 146
Table 5.15 Pros and Cons of Document Searches 147
Table 5.16 System Approach Tools 151
Table 5.17 Needs Assessment Checklist 154
Table 5.18 Format for Recording Needs 155
XVi LIST OF TABLES AND FIGURES
Table 5.19 Recording Needs Assessment Data and Possible
Solutions 156
Figure 6.1 Needs link What Is with What Should Be 159
Figure 6.2 The Six Step Problem Solving Process 161
Figure 6.3 Flow Chart for Screening Problems 163
Table 6.1 Checking the Problem Formulation 166
Table 6.2 Simple Problem Solving Worksheet 172
Figure 6.4 Key Steps in Complex Problem Solving 173
Table 6.3 Assessment Checklist 182
Table 7.1 Gilbert s Six Factors of Performance 190
Table 7.2 Three Types of Results 194
Table 7.3 SMARTER Objectives 195
Table 7.4 Specificity Examples 196
Table 7.5 Four Scales of Measurement 196
Table 7.6 Examples of Goals and Objectives 197
Table 7.7 Some Audacious Examples 198
Table 7.8 Indicators of Well Stated, Measurable Results 202
Table 7.9 Key Result Classifications 204
Table 7.10 Checking Your Key Results 205
Table 7.11 Rating Your Key Result Areas 206
Figure 7.1 Process for Deriving Objectives 208
Table 7.12 Performance Indicators by Level of Result 210
Table 7.13 Matching Key Results with SMARTER Objectives 212
Table 7.14 Detecting Non SMARTER Objectives 213
Table 7.15 Feedback Sheet 215
Figure 7.2 Relating and Rolling Down Needs from Mega to
Macro to Micro 218
Table 7.16 Key Results and SMARTER Objectives 220
LIST OF TABLES AND FIGURES XVii
Figure 8.1 The Change Process 227
Table 8.1 Assessing Community Initiatives 230
Table 8.2 Critical Mass 233
Figure 8.2 Relationships Among Sponsor, Change Agent,
and Target 235
Figure 8.3 Linear Relationship 236
Figure 8.4 Triangular Relationship 236
Figure 8.5 Square Relationship 236
Table 8.3 Identifying Roles 237
Table 8.4 Sponsor Commitment Assessment 239
Table 8.5 Range of Responses 240
Table 8.6 Assessing Capacity to Change 243
Table 8.7 Competency Assessment for Change Agents
and Advocates 246
Figure 8.6 Force Field Analysis 251
Table 8.8 Force Field Analysis Form 254
Table 9.1 Comparison of Scoping and Scanning Methods 260
Table 9.2 Quick Process Analysis 265
Figure 9.1 Balancing Processes and Results 267
Table 9.3 Sample Recording Device for a SWOT Analysis 268
Table 9.4 Sample Rating Code 269
Figure 9.2 Responses to External Opportunities and Threats 273
Table 9.5 Changing Your Planning Logic 275
Table 9.6 Customer Logic Assessment 277
Table 9.7 Assessing Your Economic Logic 280
Table 9.8 Assessing Structural Logic 283
Table 9.9 Desired Changes to Business Logics 285
Figure 9.3 Relationships Among the Business Logics 286
XViii LIST OF TABLES AND FIGURES
Figure 9.4 The Strategy/Tactics Path 288
Figure 9.5 The Cultural Path 289
Figure 9.6 Intermingled Paths 290
Figure 9.7 Rules and Policies 291
Figure 9.8 Communicating and Relating 294
Table 9.10 Cultural Screen Exercise 298
Table 9.11 Cultural Screen Checklist 300
Figure 10.1 The OEM as a Framework for Needs Assessment 309
Table 10.1 Six Critical Success Factors 309
Figure 10.2 A Process for Identifying and Resolving Problems 310
Figure 10.3 Aligning All Elements of an Organization 311
Figure 10.4 A Systems Approach vs. a System Approach 312
Table 10.2 Frameworks for Plans in Common Use Today 313
Figure 10.5 Upward/Reactive and Downward/Proactive Decision
Processes 315
Figure 10.6 OEM links from Planning to Results 316
Figure 10.7 Fourteen Steps to Useful Results 320
Table A.I Old vs. New Paradigm 332
Figure B.I System Approach 342
Figure B.2 Systems Approach 342
Table C.I Basic Questions to Be Asked and Answered 361
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| spelling | Strategic planning for success aligning people, performance, and payoffs Roger Kaufman ... [et al.] San Francisco Jossey-Bass/Pfeiffer 2003 XXII, 391 S. graph. Darst. 1 CD-ROM (12 cm) txt rdacontent n rdamedia nc rdacarrier Includes bibliographical references (p. 363-371) and index Systems requirements for accompanying computer disk: Windows PC; 486 or Pentium processor-based personal computer; Microsoft Windows 95 or Windows NT 3.51 or later; Minimum RAM: 8 MB for Windows 95 and NT; Available space on hard disk: 8 MB Windows 95 and NT; 2X speed CD-ROM drive or faster; Netscape 3.0 or higher browser or MS Internet Explorer 3.0 or higher; or Macintosh; Macintosh with a 68020 or higher processor or Power Macintosh; Apple OS version 7.0 or later; Minimum RAM: 12 MB for Mac Planification stratégique Strategic planning Kaufman, Roger Sonstige oth http://www.loc.gov/catdir/description/wiley039/2002014802.html Publisher description http://www.loc.gov/catdir/toc/wiley031/2002014802.html Table of contents HBZ Datenaustausch application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=009993909&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA Inhaltsverzeichnis |
| spellingShingle | Strategic planning for success aligning people, performance, and payoffs Planification stratégique Strategic planning |
| title | Strategic planning for success aligning people, performance, and payoffs |
| title_auth | Strategic planning for success aligning people, performance, and payoffs |
| title_exact_search | Strategic planning for success aligning people, performance, and payoffs |
| title_full | Strategic planning for success aligning people, performance, and payoffs Roger Kaufman ... [et al.] |
| title_fullStr | Strategic planning for success aligning people, performance, and payoffs Roger Kaufman ... [et al.] |
| title_full_unstemmed | Strategic planning for success aligning people, performance, and payoffs Roger Kaufman ... [et al.] |
| title_short | Strategic planning for success |
| title_sort | strategic planning for success aligning people performance and payoffs |
| title_sub | aligning people, performance, and payoffs |
| topic | Planification stratégique Strategic planning |
| topic_facet | Planification stratégique Strategic planning |
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