How can leaders use strategic planning to strengthen their public and nonprofit organizations? In this fourth edition of his perennial bestseller Strategic Planning for Public and Nonprofit Organizations, Bryson provides the most updated version of his thoughtful strategic planning model and outlines the reasons public and nonprofit organizations must embrace strategic planning to improve their performance.
Introduced in the first edition and refined over the past 18 years, the Strategy Change Cycle–a proven planning process used successfully by a large number of nonprofit and public organizations–is the framework used to guide the reader through the strategic planning process. Bryson offers detailed guidance on implementing the process, and specific tools and techniques to make the process work in any organization. In addition, he clarifies the organizational designs through which strategic thought and action will be encouraged and embraced throughout an entire organization.
In addition to updated examples, new cases, and additional information on boundaries, distinctive competencies, Actor-Network theory, Bryson will creat an instructor’s manual with sample syllabi, Power Point teaching slides, and additional cases.
Table of Content
Figures and Exhibits vii
Preface xi
Acknowledgments for the Fourth Edition xxi
The Author xxvii
PART ONE: UNDERSTANDING THE DYNAMICS OF STRATEGIC PLANNING 1
1 Why Strategic Planning Is More Important Than Ever 3
2 The Strategy Change Cycle: An Effective Strategic Planning Approach for Public and Nonprofit Organizations 41
PART TWO: KEY STEPS IN THINKING AND ACTING STRATEGICALLY 81
3 Initiating and Agreeing on a Strategic Planning Process 83
4 Clarifying Organizational Mandates and Mission 117
5 Assessing the Environment to Identify Strengths and Weaknesses, Opportunities and Challenges 150
6 Identifying Strategic Issues Facing the Organization 185
7 Formulating and Adopting Strategies and Plans to Manage the Issues 219
8 Establishing an Effective Organizational Vision for the Future 271
9 Implementing Strategies and Plans Successfully 286
10 Reassessing and Revising Strategies and Plans 317
PART THREE: MANAGING THE PROCESS AND GETTING STARTED WITH STRATEGIC PLANNING 353
11 Leadership Roles in Making Strategic Planning Work 355
12 Getting Started with Strategic Planning 383
RESOURCES 403
Resource A: A Guide to Stakeholder Identifi cation and Analysis Techniques 405
Resource B: Using the Web in the Strategic Planning Process 428
Resource C: Developing a Livelihood Scheme That Links Aspirations,
Distinctive Competencies, and Distinctive Assets 450
Resource D: Using Action-Oriented Strategy Mapping to Identify Strategic Issues and Formulate Effective
Strategies 469
References 493
Name Index 528
Subject Index 536
About the author
John M. Bryson is the Mc Knight Presidential Professor of Planning and Public Affairs in the Hubert H. Humphrey School of Public Affairs at the University of Minnesota. He is a fellow of the National Academy of Public Administration and in 2011 received the Dwight Waldo Award from the American Society for Public Administration for ‘outstanding contributions to the professional literature of public administration over an extended scholarly career.’ He consults widely on strategic management with public, nonprofit, and business organizations in the United States and abroad.
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