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2.0TheDynamicsofSTRATEGICPLANNING.pptxThe Dynamics of STRATEGIC PLANNING
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“ I think, therefore I am”
Rene`Descarte
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What is Strategic Thinking?
Strategic thinking is about unraveling the mysteries of the chaotic world around us and harnessing powerful forces to our own ends.
I means utilizing tools of analysis and tactics to take decisive and prudent action that gives us the best possible chance of achieving our objectives – whether those objectives are personal or professional.
Strategic thinking means acting from knowledge, not emotion of preconceptions.
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What is Groupthink ?
The psychological phenomenon that occurs within a group of people in which the desire for harmony or conformity in the group results
in an irrational or dysfunctional decision-making outcome.
Group members try to minimize conflict and reach a consensus decision without critical evaluation of alternative viewpoints by
actively suppressing dissenting viewpoints, and by isolating themselves from outside influences.
Groupthink requires individuals to avoid raising controversial issues or alternative solutions, and there is loss of individual creativity, uniqueness and independent thinking.
The dysfunctional group dynamics of the "in-group" produces an "illusion of invulnerability" (an inflated certainty that the right decision has been made).
Thus the "in-group" significantly overrates its own abilities in decision-making and significantly underrates the abilities of its opponents (the "outgroup").
https:// en.wikipedia.org/wiki/Groupthink#See_also
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Decision-making, belief, and behavioral biases
Many biases affect belief formation, business and economic decisions, and human behavior in general.
The tendency to avoid options for which the probability of a favorable outcome is unknown.
The tendency to rely too heavily, or "anchor", on one trait or piece of information when making decisions (usually the first piece of information acquired on that subject).
The tendency of perception to be affected by recurring thoughts.
The tendency to overestimate the likelihood of events with greater "availability" in memory, which can be influenced by how recent the memories are or how unusual or emotionally charged they may be.
A self-reinforcing process in which a collective belief gains more and more plausibility through its increasing repetition in public discourse (or "repeat something long enough and it will become true").
The tendency to search for, interpret, focus on and remember information in a way that confirms one's preconceptions.
The tendency to believe previously learned misinformation even after it has been corrected. Misinformation can still influence inferences one generates after a correction has occurred
The predisposition to view the past favorably and future negatively.
The tendency to expect or predict more extreme outcomes than those outcomes that actually happen
Limits a person to using an object only in the way it is traditionally used.
https:// en.wikipedia.org/wiki/List_of_cognitive_biases
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If the going gets tough, keep in your mind the benefits of thinking systemically thru the process.
Recall that strategic planning can help in a number of ways. For example, strategic planning can help organizations, collaborations, and communities:
Think, act, and learn strategically and develop effective strategies
Clarify future direction and establish priorities
Improve decision making by:
Making today's decisions in light of their future consequences
Developing a coherent and defensible basis for decision making
Making decisions across levels and functions
Exercise maximum discretion in the areas under organizational control
Solve major organizational and community problems
Improve organizational, community, or broader system performance
Deal effectively with rapidly changing circumstances
Develop capacities to address future problems or challenges
Build teamwork and expertise
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What is a System?
A system is a cohesive conglomeration of interrelated and interdependent parts that is
either natural or man-made.
Every system is delineated by its spatial and temporal boundaries, surrounded and influenced by its environment, described by its structure and purpose or nature
and expressed in its functioning.
In terms of its effects, a system can be more than the sum of its parts if it expresses
synergy or emergent behavior.
Changing one part of the system usually affects other parts and the whole system,
with predictable patterns of behavior.
For systems that are self-learning and self-adapting, the positive growth and adaptation depend upon
how well the system is adjusted with its environment.
Some systems function mainly to support other systems by
aiding in the maintenance of the other system to prevent failure
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What is System’s Thinking?
All goals lie outside the system
All inputs come from other systems
All systems (whether mental or physical) have a value driven goal.
A value driven goal (i.e. the mission or purpose) is based on a problem to be resolved and a need to be satisfied. All problems are driven by a need.
Measureable goals are called objectives. These are concrete, specific and measurable efforts designed by the system to help accomplish the mission. It’s a tangible, quantifiable effort that results in a product (or outcome) that can be subjective/qualifiable or measurable/quantifiable.
An Accomplished goal is a key result or work product that’s an input to another system.
Effectiveness is how well the accomplished goal resolves the problem and satisfies the need of the value driven goal.
Efficiently can only be measured by how well the accomplished goal (results) satisfies the measurable goal or objectives.
Feedback is how well the accomplished goal has supported the identified goals and objectives of the system. As a result feedback becomes an input to its own system.
All systems build up accrued experiences that resist change.
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Systems Thinking a Tool for Organizational Learning
Organizational learning experts argues that systems thinking is a discipline for seeing wholes.
It is a framework for seeing interrelationships rather than things, for seeing patterns of change rather than static snapshots.
Its been noted that to be a great learner, to improve over time, people need to be integrative thinkers.
An important start of integrative thinking is the notion of seeing and seeing them holistically, not simply in pieces.
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How Strategy Relates to Strategic Thinking
The term “strategy” refers to more than just a plan. It is a way of perceiving and considering the future with our aims and goals in mind.
Strategic thinking is about unraveling the mysteries of a chaotic world around us and harnessing powerful forces to our own ends.
It means utilizing tools of analysis and tactics to take decisive and prudent action that gives us the best possible chance of achieving our objectives – whether those objectives are personal or professional.
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Today’s Problems are Tomorrow’s Challenges
Leaders and managers of governments, public agencies of all sorts, nonprofit organizations, and communities face numerous and difficult challenges.
Consider, the dizzying number of trends and events affecting the United States and the rest of the world in the past two decades.
Technology has always been a game changer, but the speed and scale of the changes seem to be accelerating.
There has been a dramatic growth in the use of information technology, social media, e-commerce, and e-government.
Population flows, including migration, immigration, and refugees, have altered numerous societies and landscapes and affected
demographics, workforces, and politics.
Aging and diversifying populations are affecting workplaces, politics, and public finances.
In advanced economies, business and government leaders wonder where needed workers will come from as populations age, huge numbers of workers retire, and the need for skilled workers increases
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Climate change is real, whether you believe humans have much to do with it or not.
And regardless of the causes, there is a huge need to develop effective ways to mitigate its effects and recover from its downsides
Inequality in the United States has increased substantially since the 1970s and is about where it was in the Gilded Age of the late 1800s.
A number of folk’s argue that such inequality is seriously destabilizing both economically and politically
Even though crime nationwide remains near all-time lows, there has been a recent rise in the murder rate in the 30 largest U.S. cities.
The United States experiences 30,000 gun deaths a year. When compared with gun deaths in other countries, outside of war and terrorist engagements, this number is astronomically high.
Terrorism is a growing challenge, whether inspired by Islamic jihadism, nationalism of various sorts, or racism.
Countries around the world need to find ways to reduce terrorism through a panoply of political, social, economic, educational, diplomatic, military, and policing means.
Since 2000, we have seen huge bubbles in the housing and stock markets followed by long bear markets, recessions, and slow recoveries worldwide.
Global interconnectedness, and an unwillingness by many governments to pursue fiscal policies to prevent recessions only make the challenges of effective economic management more difficult going forward.
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The Interconnectedness of the World
The increasing interconnectedness of the world is perhaps most apparent in the blurring of three traditionally important distinctions—between
domestic and international spheres;
between policy areas;
between public, private, and nonprofit sectors.
The U.S. economy is now intimately integrated with the economies of the rest of the world, and events abroad have domestic repercussions.
Distinctions between policy areas are also hard to maintain. For example, both educational policy and arts or cultural policy are seen as
types of economic development policies to help communities and firms compete more effectively.
Strengthening the economy will not eliminate government human service and Social Security costs,
but letting it falter will certainly increase them.
Physical education programs, educational programs promoting healthy lifestyles, and parks and recreation budgets are viewed as
ways of controlling health care costs.
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Creating Public Value
Communities can create public value by promoting a sense of individual and collective identity, belonging, recognition, and security;
by providing people a place to live, work, learn, enjoy, and express themselves;
by building and maintaining physical, human, intellectual, social, and cultural capital of various sorts;
and by fostering a civically engaged, egalitarian, trusting, and tolerant democratic society.
Social capital in particular has been shown to have a broad range of positive effects on health, education, welfare, safety, and civic activism.
Communities are necessary for our existence as human beings, and serving communities provides a justification for our existence as humans.
As public problems have increasingly been defined in such a way that they are beyond the competence of single organizations or sectors to solve, collaboration has been
looked to as a way to pool competence to mount an effective response.
Cross-sector collaboration specifically is seen as a way to systematically harness each sector's unique strengths,
while minimizing or overcoming its characteristic weaknesses, to ensure the joint response to challenges is competent to successfully do the job at hand.
Creating Public Value viva the Mission Statement
A mission statement is a declaration of organizational purpose. The six questions that follow structure one of the most important parts of that Socratic dialogue:
Who are we?
What are the basic social and political needs we exist to meet or what are the basic social or political problems we exist to address?
In general, what do we do to recognize, anticipate, and respond to these needs or problems?
How should we respond to our key stakeholders?
What are our philosophy, values, and culture?
What makes us distinctive or unique?
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External Justification
Public and nonprofit organizations are externally justified.
This means that they are chartered by the state to pursue certain public purposes and their legitimacy is conferred by the broader society.
These organizations must find ways to show that their operations do indeed create public value or they risk losing
the social justification for their existence, their legitimacy, and any tax-exempt status they have.
Democratic governments can create public value through a number of overlapping activities,
some of which are more appropriate to one level or type of government than another.
Activities that Create Public Value
These activities include:
Providing a constitutional framework of laws and supporting the rule of law—not least by the government itself
Creating an open, transparent government
Fostering and relying on the democratic process, including making sure that mechanisms for articulating and aggregating values function in a democratic way
Protecting civil and human rights, human dignity, and the core of subsistence; and beyond that, providing ways to ensure social mobility and progressive opportunity
Ensuring that a long-term, holistic view is taken and that stewardship of the public interest and the common good are seen as crucial functions of government, albeit shared with other actors and usually subject to contest
Inspiring and mobilizing the government itself and other key entities and actors to undertake individual and collective action in pursuit of the common good, as well as catalyzing active citizenship in which diverse groups of citizens create programs, projects, products, or services of lasting public value.
Maintaining a stable economy with reasonable levels of growth, unemployment, inflation, debt, savings, investment, and balance of payment figures
A Design that Can Help
Because the boundaries between public, private, and nonprofit sectors have eroded, no one organization or institution is fully in charge,
yet many are involved, affected, or have a partial responsibility to act.
This increased jurisdictional ambiguity—coupled with the events and trends noted previously—requires
public and nonprofit organizations (and collaborations and communities) to think, act, and learn strategically as never before.
Strategic planning is designed to help them do so.
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Why Strategic Planning Is Important
The environments of public and nonprofit organizations have become not only increasingly uncertain in recent years but also more tightly interconnected;
thus, changes anywhere in the system reverberate unpredictably—and often chaotically and dangerously—throughout society.
This increased uncertainty and interconnectedness requires a fivefold response from public and nonprofit organizations (collaborations and communities).
First, these organizations must think and learn strategically as never before.
Second, they must translate their insights into effective strategies to cope with their changed circumstances and to ensure resilience and sustainability for the future.
Third, they must develop the rationales necessary to lay the groundwork for the adoption and implementation of their strategies.
Fourth, they must build coalitions that are large enough and strong enough to adopt desirable strategies and protect them during implementation.
And fifth, they must build capacity for ongoing implementation, learning, and strategic change.
If any particular approach to strategic planning gets in the way of strategic thought, action, and learning,
that planning approach should be scrapped.
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What is Strategic Planning?
It can be defined as a deliberative, disciplined approach to producing fundamental decisions and actions that
shape and guide what an organization (or other entity) is, what it does, and why.
Strategic planning can be thought of as a “way of knowing” intended to help leaders and managers discern what to do, how, and why.
Strategic planning can help leaders and managers successfully address major issues or challenges facing an organization (or some other entity),
and those issues or challenges not amenable to simple technical fixes.
As experience with this kind of deliberative approach has grown, a substantial and expanding inventory of
knowledge, concepts, procedures, tools, and techniques has developed to assist leaders and managers in their deliberations.
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Planning that is strategic will demonstrate:
Close attention to the particulars of context, including the decision-making context, when designing the strategic planning approach
Careful thinking about purposes, goals, and situational requirements (e.g., political, legal, administrative, ethical, and environmental requirements)
An initial focus on a broad agenda and a later move to a more selective action orientation
An emphasis on systems thinking—that is, working to understand the dynamics of the overall system being planned for as it functions, or ideally should function, across space and time, including the interrelationships among constituent subsystems
Careful attention to stakeholders, including elected, appointed, and career officials—in effect making strategic planning an approach to the practical politics of gaining legitimacy, buy-in, and credible commitments; typically, multiple levels of government and multiple sectors are explicitly or implicitly involved in the process of strategy formulation and implementation
A focus on strengths, weaknesses, opportunities, and threats, as well as competitive and collaborative capabilities and advantages
A focus on the future and how different strategies might be used to influence it, in part by attending to decision making in the present in light of its future consequences
Careful attention to implementation challenges as strategies are formulated; strategy that cannot be operationalized effectively to fit the implementation context is hardly strategic
A clear realization that strategies are both deliberately set in advance and emergent in practice
Note: The Strategy Change Cycle becomes a strategic management process—and not just a strategic planning process—to the extent that it is used to link planning and implementation and to manage an organization in a strategic way on an ongoing basis
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STAKEHOLDER ANALYSES: the Need to Know
A stakeholder analysis is a valuable prelude to a mission statement, a SWOC/T analysis, and effective strategies.
If an organization has time to do only one thing when it comes to strategic planning, it ought to be a stakeholder analysis.
Stakeholder analyses are critical because the key to success in the public and nonprofit sectors—and the private sector, too, for that matter—
is the satisfaction of key stakeholders.
If an organization does not know who its stakeholders are, what criteria they use to judge the organization, and how the organization is performing against those criteria,
there is little likelihood that the organization (or community) will know what it should do to satisfy its key stakeholders.
The compatibility of strategic planning with many newer governance and management approaches is directly related to the emphasis on addressing
key stakeholder needs, including those who might be termed “customers.”
For example, a hallmark of government reinvention, reengineering, and continuous quality improvement in both public and nonprofit sectors is their emphasis on meeting customer expectations
In contrast, approaches emphasizing co-creation and coproduction of goods, services, and indeed governance typically do not use the customer language.
Attention to stakeholders is crucial for correlation and coproduction to succeed.
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What’s Important to the Stakeholder?
Social and organizational complexity. The complexity is driven by a number of forces, including technological change, the globalization of information and economies, and the consequent interconnectedness of almost everything.
Reform and redirection of governments and increased interaction among public, private, and nonprofit sectors. Citizens around the world have been asking for more effective, and often smaller and cheaper, governments.
Continuation of technological change. Many see technological innovation as the major force driving change.
Diversity of workforce, clientele, and citizenry. The diversity takes many forms, including racial, ethnic, gender, cultural, political, and almost any other category you can imagine, including those related to knowledge, expertise, and competence.
Individualism, personal responsibility, and civic republicanism. Most envision a move away from reliance on large institutions, particularly governmental institutions, and toward self-reliance and greater personal responsibility.
Quality of life and environmentalism. Concerns for the quality of life are numerous, including the emergence of an era when time is more scarce than money for many.
Struggles for legitimacy and the changing American dream. Governments at all levels, churches of many kinds, a host of nonprofit organizations, and many corporations have seen their legitimacy undermined as a consequence of poor performance, scandals, or sometimes concerted ideological attacks.
Culture of fear. Mainly what we fear is the Other, meaning individuals of many kinds—
An emphasis on learning. Individuals, jobs, organizations, and communities cannot stand still, given the pace of change.
Transitions with continuity, not revolution. The American tradition emphasizes disjointed incrementalism involving partisan mutual adjustment among actors.
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Stakeholder Map for a Government.
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A Way of Knowing….
Strategic thinking means acting from knowledge, not emotion of preconceptions
PEST Analysis (political, economic, socio-cultural and technological) describes a framework of macro-environmental factors used in the environmental scanning component of strategic management.
It is part of an external analysis when conducting a strategic analysis or doing market research, and gives an overview of the different macro-environmental factors to be taken into consideration. It is a strategic tool for understanding market growth or decline, business position, potential and direction for operations
Porter's Five Forces Framework is a tool for analyzing competition of a business. It draws from industrial organization (IO) economics to derive five forces that determine the competitive intensity and, therefore, the attractiveness (or lack of it) of an industry in terms of its profitability.
An "unattractive" industry is one in which the effect of these five forces reduces overall profitability. The most unattractive industry would be one approaching "pure competition", in which available profits for all firms are driven to normal profit levels.
SWOT analysis (or SWOT matrix) is a strategic planning technique used to help a person or organization identify strengths, weaknesses, opportunities, and threats related to business competition or project planning.
It is intended to specify the objectives of the business venture or project and identify the internal and external factors that are favorable and unfavorable to achieving those objectives.
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The basic PEST analysis includes four factors:
Political factors relate to how the government intervenes in the economy.
Specifically, political factors have areas including tax policy, labor law, environmental law, trade restrictions, tariffs, and political stability.
Political factors may also include goods and services which the government aims to provide or be provided and those that the government does not want to be provided.
Furthermore, governments have a high impact on the health, education, and infrastructure of a nation.
Economic factors include economic growth, interest rates, exchange rates, inflation rate.
These factors greatly affect how businesses operate and make decisions. For example, interest rates affect a firm's cost of capital and therefore to what extent a business grows and expands.
Exchange rates can affect the costs of exporting goods and the supply and price of imported goods in an economy.
Social factors include the cultural aspects and health consciousness, population growth rate, age distribution, career attitudes and emphasis on safety.
High trends in social factors affect the demand for a company's products and how that company operates. For example, the ageing population may imply a smaller and less-willing workforce (thus increasing the cost of labor).
Furthermore, companies may change various management strategies to adapt to social trends caused from this (such as recruiting older workers).
Technological factors include technological aspects like R&D activity, automation, technology incentives and the rate of technological change.
These can determine barriers to entry, minimum efficient production level and influence the outsourcing decisions.
Furthermore, technological shifts would affect costs, quality, and lead to innovation.
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Porter's Five Forces Analysis
Porter's five forces include three forces from 'horizontal' competition--the threat of substitute products or services, the threat of established rivals, and the threat of new entrants--and two others from 'vertical' competition--the bargaining power of suppliers and the bargaining power of customers.
Porter developed his five forces framework in reaction to the then-popular SWOT analysis, which he found both lacking in rigor and ad hoc.
Porter's five-forces framework is based on the structure–conduct–performance paradigm in industrial organizational economics. Other Porter strategy tools include the value chain and generic competitive strategies.
https :// en.wikipedia.org/wiki/Porter%27s_five_forces_analysis
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Porter's Four Corners Model
Porter's four corners model is a predictive tool designed by Michael Porter that helps in determining a competitor's course of action.
Unlike other predictive models which predominantly rely on a firm's current strategy and capabilities to determine future strategy,
Porter's model additionally calls for an understanding of what motivates the competitor.
This added dimension of understanding a competitor's internal culture, value system, mindset, and assumptions helps
in determining a much more accurate and realistic reading of a competitor's possible reactions in a given situation.
https:// www.bing.com/images/search?q=four+corners+model&qpvt=four+corners+model&FORM=IGRE
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Four Corners Model--Drivers
Motivation – drivers
This helps in determining competitor's action by understanding their goals (both strategic and tactical) and their current position vis-à-vis their goals.
A wide gap between the two could mean the competitor is highly likely to react to any external threat that comes in its way,
whereas a narrower gap is likely to produce a defensive strategy.
The question to be answered here is:
What is it that drives the competitor? These drivers can be at various levels and dimensions and can provide insights into future goals.
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Four Corners Model – Management Assumptions
Motivation – management assumptions
The perceptions and assumptions the competitor has about itself and its industry would shape strategy.
This corner includes determining the competitor's perception of its strengths and weaknesses, organization culture and their beliefs about competitor's goals.
If the competitor thinks highly of its competition and has a fair sense of industry forces, it is likely to be ready with plans to counter any threats to its position.
On the other hand, a competitor who has a misplaced understanding of industry forces is not very likely to respond to a potential attack.
The question to be answered here is:
What are competitor's assumption about the industry, the competition and its own capabilities?
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Four Corners Model -- Strategy
Actions – strategy
A competitor's strategy determines how it competes in the market.
However, there could be a difference between the company's intended strategy (as stated in the annual report and interviews) and
its realized strategy (as is evident in its acquisitions, new product development, etc.).
It is therefore important here to determine the competitor's realized strategy and how they are actually performing.
If current strategy is yielding satisfactory results, it is safe to assume that the competitor is likely to continue to operate in the same way.
The questions to be answered here are:
What is the competitor actually doing and how successful is it in implementing its current strategy?
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Four Corners Model--Capabilities
Actions – capabilities
This looks at a competitor's inherent ability to initiate or respond to external forces.
Though it might have the motivation and the drive to initiate a strategic action,
its effectiveness is dependent on its capabilities.
Its strengths will also determine how the competitor is likely to
respond to an external threat.
An organization with an extensive distribution network is likely to initiate an attack through its channel,
whereas a company with strong financials is likely to counter attack through price drops.
The questions to be answered here are:
What are the strengths and weaknesses of the competitor? Which areas is the competitor strong in?
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SWOT Analysis
SWOT analysis (or SWOT matrix) is a strategic planning technique used to help a person or organization identify strengths, weaknesses, opportunities, and threats related to business competition or project planning.
It is intended to specify the objectives of the business venture or project and identify the internal and external factors that are favorable and unfavorable to achieving those objectives.
Users of a SWOT analysis often ask and answer questions to generate meaningful information for each category to make the tool useful and identify their competitive advantage.
SWOT has been described as the tried-and-true tool of strategic analysis.
Strengths and weakness are frequently internally-related, while opportunities and threats commonly focus on the external environment. The name is an acronym for the four parameters the technique examines:
Strengths: characteristics of the business or project that give it an advantage over others.
Weaknesses: characteristics of the business that place the business or project at a disadvantage relative to others.
Opportunities: elements in the environment that the business or project could exploit to its advantage.
Threats: elements in the environment that could cause trouble for the business or project.
The degree to which the internal environment of the firm matches with the external environment is expressed by the concept of strategic fit.
Identification of SWOTs is important because they can inform later steps in planning to achieve the objective.
First, decision-makers should consider whether the objective is attainable, given the SWOTs.
If the objective is not attainable, they must select a different objective and repeat the process.
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A 10-STEP STRATEGIC PLANNING PROCESS
Initiate and agree on a strategic planning process
Identify organizational mandates
Clarify organizational mission and values
Assess the external and internal environments to identify strengths, weaknesses, opportunities, and threats
Identify the strategic issues facing the organization
Formulate strategies to manage the issues
Review and adopt the strategic plan or plans
Establish an effective organizational vision
Develop an effective implementation process
Reassess strategies and the strategic planning process
Note: These 10 steps should lead deliberatively to actions, results, evaluation, and learning. It must be emphasized that these outcomes should emerge at each step in the process.
In other words, implementation and evaluation should not wait until the end of the process but rather should be an integral and ongoing part of it.
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Figure 1.1. The ABCs of Strategic Planning.
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Guidelines for Building a Strategic Management System
Building an effective strategic management system is an evolutionary process and typically builds on several successful cycles of strategic planning.
Apply the system to the whole organization.
Build on performance measurement and management approaches already in use.
Focus on a relatively small number of key results and indicators.
Use a common set of categories for performance measures.
Connect performance measures to specific programs, services, and activities.
Support linking organizational and individual performance.
Use the strategic management system to support planning, decision making, budgeting, evaluation, and learning.
Review and update the system on a regular basis.
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Mandates
Before an organization can define its mission and values, it should know exactly what it is formally and informally
required to do (and not do) by external authorities.
Formal requirements are likely to be codified in laws, regulations, ordinances, articles of incorporation, charters, and so forth, and therefore
may be easier to uncover and clarify than the organization's mission.
In addition, organizations typically must meet a variety of informal mandates that may be embodied in norms or the expectations of key stakeholders,
such as the electorate or duly elected representatives. These informal mandates may be no less binding.
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There are two potential longer-term desired outcomes:
First, clarity about what is mandated—what must be done and not done—will increase the likelihood that mandates will actually be met and public value created.
The more specific the goal, the more likely it will be achieved.
Second, the possibility of developing a mission that is not limited to mandates is enhanced.
It helps examine the potential purposes of organizational action for creating public value if they know what is not explicitly forbidden.
Process Design and Action Guidelines :
Have someone compile the formal and informal mandates faced by the organization. A straightforward summary in plain English should be produced. If the organization is governmental in nature, it is important not to forget the democratic-constitutional values that legislatures and the courts have been trying to enforce for decades, such as representation, participation, transparency, and individual rights;
Review the mandates in order to clarify what is required, what is forbidden, and what is allowed. Part of this exercise may include gaining clarity about who is mandating what and with what force.
Regularly remind organizational members what the organization is required to do, and forbidden to do, as a way of ensuring conformity with the mandates. In other words, institutionalize attention to the mandates. Certainly strategic plans, annual reports, staff retreats, and orientation sessions for new employees should include a section (perhaps a very brief one) on mandates. Other methods might prove useful as well. Failure to do so can diminish public value and undermine legitimacy.
Undertake a regular review of the mandates and discuss which seem to be current, which may need to be revised, and which should be dropped.
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Politics and the Planning Process
Recourse allocations
How do leaders decide to make investments?
How do they decide where to put their money?
Political behavior plays a critical role in the process of imputes
Using political behavior helps gain support in sponsoring legislation
How can developers use political behavior most effectivity?
A managers or leaders intentions matter.
Others perceptions of a leaders intentions matter’s a great deal.
Five tactics to use power more effectively
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