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Strategic Planning for Public and Nonprofit Organizations
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Table of Contents

List of Figures and Exhibits xi Preface xv Acknowledgments for the Fifth Edition xxv The Author xxix 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 and Management Approach for Public and Nonprofit Organizations 35 PART TWO: KEY STEPS IN THINKING, ACTING, AND LEARNING STRATEGICALLY 75 3 Initiating and Agreeing on a Strategic Planning Process 77 4 Clarifying Organizational Mandates and Mission 115 5 Assessing the Environment to Identify Strengths, Weaknesses, Opportunities, and Challenges 144 6 Identifying Strategic Issues Facing the Organization 187 7 Formulating and Adopting Strategies and Plans to Manage the Issues 221 8 Establishing an Effective Organizational Vision for the Future 269 9 Implementing Strategies and Plans Successfully 281 10 Reassessing and Revising Strategies and Plans 321 PART THREE: MANAGING THE PROCESS AND GETTING STARTED WITH STRATEGIC PLANNING 351 11 Leadership Roles in Making Strategic Planning Work 353 12 Getting Started with Strategic Planning 380 RESOURCES 400 Resource A: A Guide to Stakeholder Identification and Analysis Techniques 401 Resource B: Using Information and Communications Technology (ICT) and Social Media in the Strategic Planning Process 424 References 461 Name Index 485 Subject Index 493

About the Author

JOHN M. BRYSON is McKnight Presidential Professor of Planning and Public Affairs in the Hubert H. Humphrey School of Public Affairs, University of Minnesota, Twin Cities.

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