scholarly journals Institutionalizing Transformative Learning: The Trees, then the Forest, then the Realization

2018 ◽  
Vol 29 (3) ◽  
Author(s):  
Ed Cunliff ◽  
Jeff King
Keyword(s):  
Strategic Planning ◽  
Transformative Learning ◽  
Planning Process ◽  
Authentic Self ◽  
Strategic Planning Process ◽  
Central Focus ◽  
Relevant Today ◽  
Learner Centered ◽  
The University

The Challenge Finding a sense of authentic self as an institution, a true sense of mission, and the means to live that mission were the central focus of a strategic planning process addressed by the University of Central Oklahoma about fifteen years ago. As the institution grew within a metropolitan-serving mission, the goal to transform students from adolescents to adults and find new potential in their lives led to an exciting journey that is still vibrant and relevant today. Potential Consequences The theoretical base provided within transformative learning has helped students, staff, and faculty align efforts. Description This case study provides replicable processes and specifics that may help others find a clearer path for fulfilling their mission. The study describes how the University of Central Oklahoma’s (UCO’s) transformative learning focus coalesced and became the point of distinction for a UCO education, helping to ensure that all activity supported our mission—helping students learn. Reflection The compelling, lived sense of mission developed from the initial strategic planning process has helped to strengthen the learner-centered culture of the campus while providing a structure that facilitates implementation and assessment.

scholarly journals University Community Engagement and the Strategic Planning Process

2018 ◽  
Vol 13 (1) ◽  
pp. 4-17 ◽  
Author(s):  
Laura Newton Miller
Keyword(s):  
Strategic Planning ◽  
Qualitative Methods ◽  
Quantitative Methods ◽  
Planning Process ◽  
Strategic Plan ◽  
User Experience Design ◽  
Strategic Planning Process ◽  
Research Libraries ◽  
The University ◽  
University Community

Objectives- To understand how university libraries are engaging with the university community (students, faculty, campus partners, administration) when working through the strategic planning process. Methods- Literature review and exploratory open-ended survey to members of CAUL (Council of Australian University Librarians), CARL (Canadian Association of Research Libraries), CONZUL (Council of New Zealand University Librarians), and RLUK (Research Libraries UK) who are most directly involved in the strategic planning process at their library. Results- Out of a potential 113 participants from 4 countries, 31 people replied to the survey in total (27%). Libraries most often mentioned the use of regularly-scheduled surveys to inform their strategic planning which helps to truncate the process for some respondents, as opposed to conducting user feedback specifically for the strategic plan process. Other quantitative methods include customer intelligence and library-produced data. Qualitative methods include the use of focus groups, interviews, and user experience/design techniques to help inform the strategic plan. The focus of questions to users tended to fall towards user-focused (with or without library lens), library-focused, trends & vision, and feedback on plan. Conclusions- Combining both quantitative and qualitative methods can help give a fuller picture for librarians working on a strategic plan. Having the university community join the conversation in how the library moves forward is an important but difficult endeavour. Regardless, the university library needs to be adaptive to the rapidly changing environment around it. Having a sense of how other libraries engage with the university community benefits others who are tasked with strategic planning

scholarly journals The relation between the organizational culture and the process of strategic planning: a case study in a North American Company

2009 ◽  
Vol 8 (2) ◽  
pp. 58-79
Author(s):  
Mauricio Fernandes Pereira ◽  
Juliane Ines Di Francesco Kich
Keyword(s):  
Organizational Culture ◽  
Strategic Planning ◽  
Planning Process ◽  
Exploratory Research ◽  
Real Relationship ◽  
Strategic Planning Process ◽  
Ski Resort ◽  
Strategic Thought ◽  
Unites States

The present study intends to appraise how the real relationship between organizational culture and process of strategic planning is in practice. Therefore, besides the bibliographical exploratory research, an in loco case study with a ski-resort, in Unites States, was carried. It has been noticed that, for the company in question, it is important the alignment of the strategy with its culture, the definition and clear disclosure of its values, as well as its culture turned to the apprenticement. The strategic thought of its members were fundamental for the efficacy from its Strategic Planning. Moreover, it was estabilished that culture influences the strategic planning process. It also influences the culture. So, the strategic planning is used as a mean of disseminating the culture of the company and for its modification. 

scholarly journals Infusing strategic planning with psychoanalytic insight: an exploratory case study

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Nathan Gerard ◽  
Seth Allcorn
Keyword(s):  
Strategic Planning ◽  
Planning Process ◽  
Single Case ◽  
Negative Influence ◽  
Employee Morale ◽  
Content Type ◽  
Strategic Planning Process ◽  
Exploratory Case Study ◽  
Psychoanalytic Approach

PurposeThis paper aims to demonstrate the value of combining the strategic planning process with psychoanalytically informed interpretation through an exploratory case study.Design/methodology/approachThe authors present their experiences and findings from a consulting engagement that began as a strategic planning assignment and soon evolved into an opportunity to explore unconscious forces inhibiting organizational change. The authors, trained in both areas, chose to infuse the two into a combined process that ultimately benefited the organization and suggested novel ways to think about the common process of strategic planning going forward.FindingsThe organization's strategic planning process was considerably enhanced, and its outcomes sustained, by illuminating the unconscious forces at work, particularly as they pertain to issues of power and authority in a male organizational culture found to have a profound negative influence upon the quality of the work environment and employee morale. Findings suggest that without a psychoanalytically informed approach, strategic planning would have failed to produce sustainable change.Research limitations/implicationsWhile the findings reported are from a single case study, the themes explored are likely shared across multiple organizations. There is, therefore, significant potential in combining strategic planning with a psychoanalytic approach to improve organizational effectiveness and employee morale.Originality/valueAlthough common in organizations, strategic planning is rarely augmented with psychoanalytic insights. This case study is the first of its kind to show how the two interventions may complement each other.

scholarly journals Strategic Planning Process Towards Sustainability: Collective Case Study Approach

2020 ◽  
Vol 8 (3) ◽  
pp. 10
Author(s):  
Periyasami Anbarasan
Keyword(s):  
Strategic Planning ◽  
Planning Process ◽  
Essential Element ◽  
Business Practices ◽  
Sustainable Business ◽  
Collective Case Study ◽  
Strategic Planning Process ◽  
Study Approach ◽  
Multiple Case

The study developed a meta-framework for the strategic planning process, which is an inter-dynamic aspect of strategic processing. Furthermore, it follows multiple case study analysis, and panel data regression analysis conducted to validate the study, the limitations and future scope of the research discussed along with the result. The asset of an organization considered as an essential element in sustainable business practices, hence the three predictors taken from asset section of financial statements of case organizations and the results discussed such as cash and cash equivalent is an important factor for practicing sustainability.

Multi-Tier Design Assessment in the Development of Complex Organizational Systems

2011 ◽  
pp. 1-21
Author(s):  
Melissa A. Dyehouse ◽  
John Y. Baek ◽  
Richard A. Lesh
Keyword(s):  
Higher Education ◽  
Planning Process ◽  
Academic Programs ◽  
Assessment Model ◽  
Organizational Systems ◽  
Educational Organizations ◽  
Design Assessment ◽  
Strategic Planning Process ◽  
The University

This chapter describes a model for evaluating complex organizations or systems. The design assessment model the authors propose is a response to current notions of assessment. There are assumptions we make about learning and the functioning of complex systems such as academic programs that do not match assumptions that are inherent in traditional forms of assessment. The authors use a case study of Purdue University’s strategic planning process to provide the context for describing how design assessment takes place in a higher education setting. Based on interviews and observations, we identify areas problematic for some notions of assessment and distinguish several implications based on these findings. The design assessment model may be useful when assessing complex educational organizations or programs, such as when (a) educational entities at the university level need to assess new programs or curriculum materials; or (b) curriculum developers need to assess new software or tools for instruction.

Vision and Strategic Planning of University Governance

2019 ◽  
pp. 164-182
Author(s):  
Gülser Köksal ◽  
Altan İlkuçan
Keyword(s):  
Strategic Planning ◽  
Planning Process ◽  
Good Practice ◽  
Critical Role ◽  
Large Body ◽  
Strategic Planning Process ◽  
Internal Stakeholder ◽  
Support Team ◽  
Functional Teams ◽  
The University

This chapter describes the participative and iterative strategic planning process that was used in Middle East Technical University (METU), as a “good practice” for other institutions of higher education in two major stages: (1) preparation of the strategic plan and (2) its deployment to all organizational units via a catch-ball approach. Both stages are iterative as they involve consecutive phases of collection, evaluation, sharing, and alignment of findings along with strategies, first among different strategic planning areas in the preparation stage, and second among different organizational units in the deployment stage. It is participative in that a large body of internal stakeholder representatives organized into various cross functional teams have carried out strategic planning at the university level. A support team assumes a critical role in coordinating the studies carried out by separate committees, and reporting the process its outcomes to University Strategic Planning Council to ensure the consistency.

Existential Angst and Identity Rethink: The Complexities of Competition for the Nonprofit

2018 ◽  
Vol 47 (4) ◽  
pp. 767-788 ◽  
Author(s):  
Ziva Sharp
Keyword(s):  
Strategic Planning ◽  
Case Studies ◽  
Market Orientation ◽  
Competitive Analysis ◽  
Organizational Identity ◽  
Planning Process ◽  
Nonprofit Organization ◽  
Social Orientation ◽  
Strategic Planning Process

This article explores the concept of competition as perceived by the nonprofit organization (NPO). Based on a series of case studies, the article examines the NPO’s response to competitive analysis within a strategic planning process. The findings suggest that despite behaving competitively, both for funding and in the marketplace, the NPO’s direct, mindful encounter with a distinctly market orientation engenders a reinterpretation of the concept of competition, aligning it with a nonprofit, value-centric mindset. In parallel, the imposition of competitive demands on the NPO may trigger a counterreaction in which the nonprofit launches a reexamination of its organizational identity. This process, in which the NPO may question the justification of its very existence, can generate significant emotional turmoil. The case study findings suggest that the outcome of this process may be the reinforcement and amplification of the organization’s social orientation.

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