The AuthorsRoger Kaufman is director of Roger Kaufman & Associates and professor and director of the Office for Needs Assessment and Planning at Florida State University. Hugh Oakley–Browne is managing director and founder of Hugh Oakley-Browne and Associates in New Zealand, and a performance improvement executive with BHP in Australia. Ryan Watkins is an assistant professor at George Washington University in Washington, D.C. Doug Leigh is an assistant professor at Pepperdine University, Los Angeles, California.

"If your looking for a straightforward approach to strategic planning, then I recommend Strategic Planning for Success." (IACET, May 9, 2003) "Most line managers would benefit form studying this book." (Business Process Trends, June 2003)

• List of Tables and Figures xiiiPreface xixIntroduction 11 Busting Old Paradigms and Using New Ones: Defining and Shaping Our Future 4Chapter Goals 4Today’s Paradigms 5The New Realities 16Ignoring the New Realities 18Paradigms That Work 25Create a Better Future 27Summary 342 Critical Success Factors For Strategic Thinking That Works 39Chapter Goals 39Six Critical Success Factors for Strategic Thinking and Planning 40Is Change Strategic? 42The Strategic Thinking and Planning Process 44The Consequences of Ignoring the Critical Success Factors 513 System (And Systems) Thinking 57Chapter Goals 57The Organizational Elements Model 58Defining the Organizational Elements 64The Organizational Elements Describe a System 72The Organizational Elements—Useful Applications 79Planning from a Helicopter vs. Planning from the Ground 794 Preparing To Plan: Ensuring You Do The Right Thing And Not Simply Do Things Right 81Chapter Goals 81The Strategic Planning Process 84Preparing to Plan 89Mega Level Visioning: Committing to the Longest View 96Assessing Resistance to Change 102Barriers—Common Mistakes Made by Strategic Planners 1035 Assessing Needs: Defining the Critical Gaps in Results . . . And Putting Them in Priority Order 111Chapter Goals 111Needs Assessment or Wants Assessment? 112Defining Needs and Wants 113Needs Assessment Benefits 123The Organizational Elements 126The Needs Assessment Process 131Gathering the Data 138Data Gathering Methods 143Selecting Priority Needs 152Will the Needs Assessment Work? 1546 Solving Problems: Closing the Priority Gaps 158Chapter Goals 158Solving Problems—An Overview 159Two Common Problem Solving Errors 164Errors in Formulating the Problem 165Simple Problem Solving 167Complex Problem Solving 1737 Developing Smarter Objectives: Thinking Audaciously, Beingaudacious, Delivering High Payoff Results 187Chapter Goals 187Why Objectives? 188Categories of Objectives 193“Smarter” Criteria for High Impact Objectives 194Identify Key Result Areas 203Select Performance Indicators 207Detecting Non-Smarter Objectives 213Develop Mission Objectives 218Summary 2218 Creating Change: Making Sure the Change Effort Really Brought About Change 224Chapter Goals 224Creating and Managing the Change from Present Results to Desired Results 225Transition Management Plan 226The Paradox of Building Commitment Through Pain 231Define Key Roles for Change 234Develop Sponsorship 241Preparing Change Agents and Advocates 244Managing Resistance Effectively 247Force Field Analysis 2509 Scoping And Scanning The Organization: What Means Will Achieve The High Payoff Results 257Chapter Goals 257Scoping and Scanning 258SWOT Analysis 259Analyzing the Business Logic 271The Relationships Among the Business Logics 284The Cultural Screen 28610 Delivering High Payoff Results 308High Payoff Results 310Fourteen Steps to Useful Results and Performance 319A General Problem Solving Process Model 327Avoiding Success 328Summary 330Appendix A: Paradigm Shift for Teaching/Learning 331Appendix B: A Glossary and Classification of Terms and Tools 341Appendix C: A Suggested Code of Professional Conduct for Defining and Delivering High Payoff Results 355References 363Index 373About the Authors 383About the International Society for Performance Improvement 387