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List of Tables and Figures | |
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Preface | |
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Introduction | |
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Busting Old Paradigms and Using New Ones: Defining and Shaping Our Future | |
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Chapter Goals | |
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Today's Paradigms | |
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The New Realities | |
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Ignoring the New Realities | |
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Paradigms That Work | |
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Create a Better Future | |
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Summary | |
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Critical Success Factors for Strategic Thinking That Works | |
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Chapter Goals | |
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Six Critical Success Factors for Strategic Thinking and Planning | |
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Is Change Strategic? | |
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The Strategic Thinking and Planning Process | |
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The Consequences of Ignoring the Critical Success Factors | |
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System (and Systems) Thinking | |
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Chapter Goals | |
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The Organizational Elements Model | |
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Defining the Organizational Elements | |
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The Organizational Elements Describe a System | |
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The Organizational Elements--Useful Applications | |
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Planning from a Helicopter vs. Planning from the Ground | |
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Preparing to Plan: Ensuring You Do the Right Thing and Not Simply Do Things Right | |
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Chapter Goals | |
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The Strategic Planning Process | |
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Preparing to Plan | |
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Mega Level Visioning: Committing to the Longest View | |
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Assessing Resistance to Change | |
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Barriers--Common Mistakes Made by Strategic Planners | |
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Assessing Needs: Defining the Critical Gaps in Results ... and Putting Them in Priority Order | |
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Chapter Goals | |
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Needs Assessment or Wants Assessment? | |
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Defining Needs and Wants | |
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Needs Assessment Benefits | |
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The Organizational Elements | |
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The Needs Assessment Process | |
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Gathering the Data | |
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Data Gathering Methods | |
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Selecting Priority Needs | |
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Will the Needs Assessment Work? | |
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Solving Problems: Closing the Priority Gaps | |
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Chapter Goals | |
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Solving Problems--An Overview | |
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Two Common Problem Solving Errors | |
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Errors in Formulating the Problem | |
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Simple Problem Solving | |
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Complex Problem Solving | |
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Developing Smarter Objectives: Thinking Audaciously, Being Audacious, Delivering High Payoff Results | |
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Chapter Goals | |
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Why Objectives? | |
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Categories of Objectives | |
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"Smarter" Criteria for High Impact Objectives | |
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Identify Key Result Areas | |
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Select Performance Indicators | |
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Detecting Non-Smarter Objectives | |
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Develop Mission Objectives | |
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Summary | |
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Creating Change: Making Sure the Change Effort Really Brought About Change | |
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Chapter Goals | |
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Creating and Managing the Change from Present Results to Desired Results | |
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Transition Management Plan | |
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The Paradox of Building Commitment Through Pain | |
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Define Key Roles for Change | |
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Develop Sponsorship | |
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Preparing Change Agents and Advocates | |
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Managing Resistance Effectively | |
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Force Field Analysis | |
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Scoping and Scanning the Organization: What Means Will Achieve the High Payoff Results | |
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Chapter Goals | |
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Scoping and Scanning | |
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SWOT Analysis | |
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Analyzing the Business Logic | |
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The Relationships Among the Business Logics | |
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The Cultural Screen | |
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Delivering High Payoff Results | |
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High Payoff Results | |
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Fourteen Steps to Useful Results and Performance | |
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A General Problem Solving Process Model | |
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Avoiding Success | |
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Summary | |
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Paradigm Shift for Teaching/Learning | |
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A Glossary and Classification of Terms and Tools | |
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A Suggested Code of Professional Conduct for Defining and Delivering High Payoff Results | |
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References | |
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Index | |
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About the Authors | |
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About the International Society for Performance Improvement | |
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How to Use the CD-ROM | |