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Strategic
planning is a traditional management tool that fails far more than it
succeeds, said Presidents Institute panelist Rodney Napier, president
of The Napier Group. "Failure is on the horizon when most planning
begins because the tough questions are not asked," he said.
During his presentation, "Why Planning
Fails and What Makes it Succeed," Napier said, "Planning ought
to be an exciting process that awakens all possibilities, and once you
plan, you need to go back and revise the strategic plan as needed."
Some important elements to consider during the planning process, according
to Napier, are:
- Trust,
truth, and candor. Do not assume you will get honesty—most
people will protect themselves and you. You cannot have a good, effective
planning process without truth and candor.
-
Seduction of the leader. Beware of ‘group think,’
when a group falls in line behind a leader’s opinion because
they feel beholden to those who they respect or fear. A well-oiled
team can reach consensus, but what often happens is that the group
knows the leader’s opinion and reaches false consensus on a plan,
which, when implemented, fails. To avert this outcome, spend the time
necessary to get into a real dialogue; gather good, hard information;
allow conflict; and ensure that team members are willing to give up
their opinion for what’s best for the institution.
- Relationship
with faculty. Ensure that faculty members see the institution
as a whole, not just their own separate units. Planning depends on
a fair and equitable process, but if faculty do not trust the leader—even
if the right questions are asked—the plan will not work.
- Past
vs. future. Often, new possibilities for the future of an institution
are not examined because planning participants are bogged down in
the past and by traditions. Planning needs to generate enthusiasm,
creativity, vision, and change.
- One-time
vs. ongoing. Planning should be ongoing and cyclical, not just
once every five years.
- Transparency.
Opening the campus to scrutiny and being willing to be seen as less
than perfect but on the right course is crucial. You must look at
everything and everyone and put problems out in the open, even though
your multiple constituencies (students, faculty, alumni, parents,
and boards) do not like to see problems.
- Data.
Data gathering has to be a centerpiece of strategic planning. Gather
all the hard information you can and get buy-in from all your constituencies
by engaging them in the process.
Napier
also noted that an institution engaging in strategic planning needs
to revisit its mission statement and values to ensure that both are
either adhered to or changed accordingly. And finally, he enumerated
the steps of a planning process:
- Convene
a steering group to lead the process;
- Hold
a campus-wide event for its kick-off;
- Gather
data on the current reality;
- Seek
new ideas, best practices, and get people engaged and excited about
new possibilities;
- Share
data with people in groups so all have the same information;
- Bring
together critical parties and create a vision;
- Hold
a "Goals Conference" where the plan is put into action;
and
- Monitor
the activity to determine if you are following the strategic plan.
Independent
The Council of Independent Colleges
One Dupont Circle NW, Suite 320 • Washington, DC 20036
tel: (202) 466-7230 • Fax: (202) 466-7238 • e-mail: cic@cic.nche.edu
• www.cic.edu
Last updated: April 12, 2002
Copyright © 2002 The Council of Independent Colleges
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