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10 Reasons why Time and Attendance systems are NOT just substitutes for clock cards.
Time and Attendance Systems don't get the attention they deserve. They are simply seen as a modern substitute for clock cards: a good way of making sure your workforce is where it should be. But there's more to it than that. Used intelligently, the...
10 ways to help you plan your home office for productivity, and comfort
Some home offices are set up in a dedicated area just for the business, but most people need to have a family room, bedroom, or guest room do double duty. Getting focused about what you need your home office to do for you will help you buy the most...
Bridge Loans: Everything You Wanted To Know
As the name implies, bridge loans fulfill a vital need for active developers by giving life to a new project in the months before lenders feel confident enough to make available a construction loan, or a repositioning loan in the case of an existing...
Buy Now, Retire Later-An Investment In Your Dreams
Owning A Second Home Is Easier Than You Think Buying a second home is a serious financial commitment, but it is can also lead to a feeling of complete freedom. It can provide you with a vacation home, a place to escape from your mundane routine and...
What Are We Teaching PR Students?
How to do brochures, throw parties, talk to reporters and write press releases? Or, are we teaching them what PR’s fundamental premise says we should be teaching them? In so many words, whether they go to work for a business, non-profit,...
 
Change Management Can Lead to Rigidity and Resistance to Change

"Today's successful business leaders will be those who are most flexible of mind. An ability to embrace new ideas, routinely challenge old ones, and live with paradox will be the effective leader's premier trait. . . Leaders will have to guide the ship while simultaneously putting everything up for grabs, which is itself a fundamental paradox." -- Tom Peters, Thriving on Chaos: Handbook for a Management Revolution

Beware of formal organization improvement or "change management" (an oxymoron) plans. Like strategic plans, organization improvement or change management plans can reduce an organization's effectiveness. They can lead to rigidity, bureaucracy, and resistance to change.

This sounds like an argument against planning. It's not. We have found that constant and ongoing personal, team, and organization improvement planning is vital. But too many "change management" and improvement plans are built on the same faulty premise as strategic planning -- that there is a right path, which can be determined in advance and then implemented. We often hear managers declare that they have the right strategic or improvement plan, but the reason things aren't going according to plan is because of "execution problems." This is a deadly assumption.

While there are many reasons for execution problems, one of the key problems is a top-down improvement plan or "change management" program. Because of their need for order and control, many rigid managers try to use "change management" or improvement planning to regulate and direct the random and chaotic events swirling around them. They aren't comfortable with letting


their improvement plan and path to higher performance unfold and evolve toward their vision, values, purpose, goals and priorities. In other words, they think they can start with the answers. They're not comfortable with learning.

Other organizations and consultants may have been down a similar road to the one we're on. We have much to learn from their experiences. But we can't follow their path. If we have never been here before, we don't really know what the best paths and approaches are. Our improvement path evolves as we get to each fork in the road and get those people closest to the action to help make the most appropriate choices.

We need an unwavering strategic focus on where we're going. We need to set priorities, allocate resources, and put implementation schedules in place. But exactly how we get there can only be roughly sketched. Details get filled in as we go. Most of the problems and opportunities can't be anticipated and planned for in advance. We have to take advantage of the unforeseeable opportunities that will quietly present themselves as our journey unfolds. This is the paradox of strategic opportunism. It is the path of learning and constant improvement.

About the author:

Jim Clemmer is a bestselling author and internationally acclaimed keynote speaker. During the last 25 years he has delivered over two thousand customized keynote presentations, workshops, and retreats. Jim's five international bestselling books include The VIP Strategy, Firing on All Cylinders, Pathways to Performance, Growing the Distance, and The Leader's Digest. His web site is www.clemmer.net/articles.

 

Strategic Planning (in nonprofit or for-profit organizations)
Adapted from the Field Guide to Nonprofit Strategic Planning and Facilitation. ... First, a Point About For-Profit and Nonprofit Strategic Planning ...
www.managementhelp.org
 
Basic Description of Strategic Planning (including key terms to know)
Adapted from the Field Guide to Nonprofit Strategic Planning and Facilitation. ... Strategic planning often includes use of several key terms. ...
www.managementhelp.org
 
Strategic Planning, Strategic Plan, Business Strategy, Strategic ...
Strategic planning advice with free strategic planner & sample strategic plan covering mission statement, SWOT analysis with business plan software for cash ...
www.planware.org
 
Strategic Planning
FAQs regarding strategic planning - geared primarily toward non-profit organizations but with enough detail and general information to provide useful ...
www.allianceonline.org
 
Frequently Asked Questions
Strategic Planning · Fundraising · Financial Management · Risk Management · Credit Card Acceptance. The FAQs (Frequently Asked Questions) listed on this ...
www.allianceonline.org
 
Strategic planning - Wikipedia, the free encyclopedia
Strategic planning involves defining objectives and developing ... Strategic planning uses "the big picture" to pursue large scale, long term objectives. ...
en.wikipedia.org
 
08/26/96 STRATEGIC PLANNING
You guessed it: strategic planning. Suddenly, the idea of rising above the ... But if strategic planning is back with a vengeance, it's also back with a ...
www.businessweek.com
 
Dr. Strategy - Dr. Pete Johnson, Keynote Speaker, Marketing ...
StrategicPlanning.com “Turning Change Into A Competitive Advantage”. Dr. Pete's Preview Video Click Here. Take-Away Value Sample Program Handouts ...
strategicplanning.com
 
Strategic Planning Society: Strategy Development and Implementation
Strategic Planning Society: Strategy Development and Implementation.
www.sps.org.uk
 
Guide 7
Strategic Planning in Smaller Nonprofit Organizations ... In short, as a result of a strategic planning process, an organization will have a clearer idea of ...
www.wmich.edu
 
STRATEGIC PLANNING MANUAL
File Format: PDF/Adobe Acrobat - View as HTML
Your browser may not have a PDF reader available. Google recommends visiting our text version of this document.
 
BPubs.com: Strategic Planning & Business Planning Articles
Business Publications related to Corporate Strategic Planning.
www.bpubs.com
 
Strategic Planning Tools
Strategic Planning is a method for positioning an organization to take ... A strategic planning process incorporates an in-depth planning model that takes ...
www.nsba.org
 
Center for Simplified Strategic Planning, Inc.
The Center for Simplified Strategic Planning offers training, seminars, consulting, speakers, workshops, a book and a newsletter on strategic management for ...
www.cssp.com
 
LEADERSHIP: Strategic Planning and Strategic Management
Introduction: Is strategic planning really worth it? ... The purpose of strategic planning is to encourage thinking about your organization's "big ...
vskn.ca
 
The CEO Refresher Archives - Strategic Planning
When done right, the integrated strategic planning process can take a ... Strategic Planning and Project Management: The Key to Successful Implementation ...
www.refresher.com
 
HEFCE : Publications : 2000 : 00/24 - Strategic planning in higher ...
This guide reviews good practice in strategic planning in higher education (HE). It originated in a consultation exercise which we held in 1998 to review ...
www.hefce.ac.uk
 
The Association for Strategic Planning
The Association for Strategic Planning (ASP), is a non-profit professional society whose mission is to enable people and organizations to succeed through ...
www.strategyplus.org
 
Amazon.com: Strategic Planning for Nonprofit Organizations: A ...
Amazon.com: Strategic Planning for Nonprofit Organizations: A Practical Guide and Workbook: Books: Michael Allison,Jude Kaye by Michael Allison,Jude Kaye.
www.amazon.com
 
Amazon.com: Simplified Strategic Planning: A No-Nonsense Guide for ...
Amazon.com: Simplified Strategic Planning: A No-Nonsense Guide for Busy People Who Want Results Fast!: Books: Robert W. Bradford,Robert W. Bradford,J. Peter ...
www.amazon.com
 
 

 
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