When it was first published more than sixteen years ago, John
Bryson’s Strategic Planning for Public and Nonprofit
Organizations introduced a new and thoughtful strategic
planning model. Since then it has become the standard reference in
the field. In this completely revised third edition, Bryson updates
his perennial bestseller to help today’s leaders enhance
organizational effectiveness. This new edition:
* Features the Strategy Change Cycle–a proven planning
process used by a large number of organizations
* Offers detailed guidance on implementing the planning process
and includes specific tools and techniques to make the process work
in any organization
* Introduces new material on creating public value, stakeholder
analysis, strategy mapping, balanced scorecards, collaboration, and
more
* Includes information about the organizational designs that will
encourage strategic thought and action throughout the entire
organization
* Contains a wealth of updated examples and cases
Table of Content
Figures and Exhibits.
Preface.
Acknowledgments.
The Author.
PART ONE: UNDERSTANDING THE DYNAMICS OF STRATEGIC
PLANNING.
1. Why Strategic Planning Is More Important Than Ever.
2. The Strategy Change Cycle: An Effective Strategic Planning
Approach.
PART TWO: KEY STEPS IN USING THE STRATEGY CHANGE
CYCLE.
3. Initiating and Agreeing on a Strategic Planning Process.
4. Clarifying Organizational Mandates and Mission.
5. Assessing the Environment to Identify Strengths and
Weaknesses, Opportunities and Challenges.
6. Identifying Strategic Issues Facing the Organization.
7. Formulating and Adopting Strategies and Plans to Manage the
Issues.
8. Establishing an Effective Organizational Vision for the
Future.
9. Implementing Strategies and Plans Successfully.
10. Reassessing and Revising Strategies and Plans.
PART THREE: MANAGING THE PROCESS AND GETTING STARTED WITH
STRATEGIC PLANNING.
11. Leadership Roles for Making Strategic Planning Work.
12. Getting Started with Strategic Planning.
RESOURCES.
A. Stakeholder Identification and Analysis Techniques.
B. The Oval Mapping Process: Identifying Strategic Issues and
Formulating Effective Strategies.
C. Strategic Planning in Collaborative Settings.
References.
Name Index.
Subject Index.
About the author
John M. Bryson is a professor of planning and public affairs in the Hubert H. Humphrey Institute of Public Affairs at the University of Minnesota, in Minneapolis. He consults widely on leadership and strategic planning with public, nonprofit, and for-profit organizations in the United States and abroad. His most recent book (with Fran Ackermann, Colin Eden, and Charles Finn) is Visible Thinking: Unlocking Causal Mapping for Practical Business Results.
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