Organizational Development: A Manual for Managers and ... - FPDL
Organizational Development: A Manual for Managers and ... - FPDL
Organizational Development: A Manual for Managers and ... - FPDL
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Thus, the whole strategic management (planning <strong>and</strong> implementation) process must involve the<br />
following stages:<br />
a) Setting criteria <strong>and</strong> priorities <strong>for</strong> development (why we exist as an organization).<br />
b) Preparing a certain mental map (an applicable model reality).<br />
c) Analysis of the current situation (where we are).<br />
d) Rolling out a virtual provisional l<strong>and</strong>scape (what can be, providing nothing special will be<br />
done to change the <strong>for</strong>ce field).<br />
e) Making a strategic choice about the desirable future state on the provisional l<strong>and</strong>scape<br />
(<strong>for</strong>mulating a vision of where we want to be at a certain time; this may be done in the <strong>for</strong>m<br />
of an objective or set of objectives). If this was successful – go to stage ‘g’). If there is no<br />
acceptable end to choose from – go to the next step.<br />
f) Evaluation of a range of possible interventions that would change the l<strong>and</strong>scape <strong>and</strong><br />
provide a more or less realistic perspective that would include a desirable future state<br />
among possible options. Create a new provisional l<strong>and</strong>scape <strong>for</strong> consideration. Then return<br />
to stage ‘e’.<br />
g) Determining the general path (sequence of creods <strong>and</strong> bifurcations) to the desirable state<br />
(policy <strong>for</strong>mation).<br />
h) Finding out which core factors (parameters, aspects) of the given l<strong>and</strong>scape should be<br />
addressed to adhere the l<strong>and</strong>scape <strong>and</strong> create a path <strong>for</strong> desirable development<br />
(identification of strategic discom<strong>for</strong>ts).<br />
i) Diagnosing problems <strong>and</strong> opportunities that should be solved or utilized in order to make<br />
necessary adjustment s to the l<strong>and</strong>scape.<br />
j) Solving problems <strong>and</strong> making decisions regarding a sequenced set of specific SMART<br />
goals, based on the evaluation of realistic trajectories that are to be reached.<br />
k) Planning <strong>and</strong> carrying out necessary actions to reach the goals (implementation).<br />
l) Continuous supervision of the changing l<strong>and</strong>scape <strong>and</strong> analysis of the relevance of the<br />
strategic choice (if not – then go to the stage ‘c’), the general path, the defined problems<br />
<strong>and</strong> opportunities, the goals <strong>and</strong> plans (if not – then go the corresponding stage to repeat a<br />
cycle).<br />
m) From the given l<strong>and</strong>scape (as it is seen at any given moment) looking <strong>for</strong>ward <strong>for</strong><br />
bifurcations, planning <strong>and</strong> implementing necessary actions to control what will happen.<br />
n) Analysis of each new situation (where we are).<br />
o) Checking <strong>and</strong> evaluating expected results against criteria (do we have what was wanted?).<br />
p) Determining <strong>and</strong> evaluating unexpected results (do we need to eliminate new additional<br />
discom<strong>for</strong>t that appeared as a result of our actions or accidentally?).<br />
q) Celebration of success (if there is any), or move to stage ‘c’. (If not…).<br />
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