![Needs Concept developed from Kaufman 2003 ,[object Object],[object Object],Current Results Desired Results NEEDS](data:image/gif;base64,R0lGODlhAQABAIAAAAAAAP///yH5BAEAAAAALAAAAAABAAEAAAIBRAA7)
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Similaire à Session Two Projects And Activities To Create A Strategic Plan And A Supporting Business Plan
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Session Two Projects And Activities To Create A Strategic Plan And A Supporting Business Plan
- 1. Chapter Two. Projects and Activities to Create a Strategic Plan and the supporting Business Plan
- 3. Wants are Not Needs Concept developed from Kaufman 2003 The gap between WHAT IS and WHAT IS DESIRED NEEDS Wants are SOLUTIONS to Needs WANTS SCHOOL STRATEGIC PLAN Political Management Strategy
- 5. Define Needs in Relation to the School WHAT NEEDS ??? Initiatives Reputation Reporting Relationships Student Achievement Vision (societal) Mission (organizational) Management (operational) Core Dimension / Perspective
- 7. The question becomes what is the response based on?? THREATS Create a strategic response OPPORTUNITIES Create a strategic response WEAKNESSES Create a strategic response STRENGTHS Create a strategic response SWOT ANALYSIS
- 11. CREATE VALUES THAT ARE SUPPORTIVE OF THE CORE ACTIVITY OF THE SCHOOL Reputation Initiatives Reporting Relationships Student Achievement Core Dimension / Perspective
Notes de l'éditeur
- By the time you have finished the exercises and thinking activities in Chapter one you are theoretically able to begin the task of creating your school strategic plan. However, over the years it has been found that very few are confident at developing the detail of the strategic plan without the assistance of some further activities that help define the individual tasks and also give some focus on helping develop creative thinking which is at the heart of strategic thinking. Some years ago a futurist thinker was asked how you predict the future and how you develop the capacity to predict the future. His response was simple and able to be used in a very practical way by us all. He suggested we practice the art as step one. We should see what variables are good predictors of the issue we are focused on and when we seem to have found valued predictors we should continue to refine the accuracy of our variables until we have a working model. Strategic thinking is very much in this mould and practice improves performance. The purpose of the exercises in this chapter are to provide guidance in the area of strategic thinking. It would be unusual to complete in full all of the exercisescovered but they provide some insight into the range of activities that are regularly used by advisers in this area of strategic planning. Each school should pick the activities relevant to their needs. It may be that in advance it is difficult to predict which exercises and activities are going to be needed. The activities can be introduced with little planning and preparation if need arises. Before starting a strategic planning exercise it would be wise to assign a member of the core team the task of understanding key activities from those on offer so that they can be introduced at short notice if needed.