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COLLABORATIVE STRATEGIC PLANNING IN HIGHER EDUCATION



تم النشر بتاريخ 04-11-2021
COLLABORATIVE  STRATEGIC PLANNING IN HIGHER EDUCATION
about the author Patrick Sanaghan, Ed.D., is the president of The Sanaghan Group, an organizational consulting firm that specializes in strategic planning, leadership development, executive team building, meeting facilitation, and leadership transitions. He has worked in more than 100 organizations and 60 campuses over the last 25 years and has taught strategic planning to more than 1,000 administrators in higher education. Sanaghan speaks and writes frequently on leadership and strategic planning. He has written numerous articles and co-authored several books on strategic planning, high-performing teams, and change management. His most recent book, Presidential Transitions, was published by ACE/Praeger in 2007. He is at work on a book on exceptional leadership. Clients of The Sanaghan Group have included The College of New Rochell, Cornell University, DePaul University, Marywood University, Misercordia University, Saint Joseph’s University, Shoreline Community College, and The University of the West Indies, as well as such corporate clients as Barclay Capital, Independence Blue Cross Insurance, PSE&G, The Parallax Hedge Fund, The Pennsylvania Ballet, IBM, Saudi Aramco, Shell Oil, and UNEXT. He serves on the boards of The Lopez-Low Foundation and The Wheeled Scotsman. introduction Almost every college and university has a detailed strategic plan, typically a well-written one. Yet many strategic plans fall far short of their intended aspirations and outcomes. Strategic planning—both in the corporate world and within higher education—tends to break down during implementation. In other words, writing the plan is the easy part; putting the plan into action proves much harder. Reasons for this may include an overly ambitious plan or one not based on solid data. Within higher education, however, strategic planning falls short of its potential or simply fails for one main reason: The internal stakeholders feel no connection to the plan and therefore are not committed to its implementation. Often, people feel as if the plan is something done to or for them but not with them. They do not believe their ideas were heard because no one really attempted to solicit their opinions or discuss their concerns and hopes. Rarely do they receive strategic information to review, including the financial implications of proposed decisions. These feelings of disconnectedness grow out of the way the strategic planning is typically conducted. The process itself is the problem. If campus stakeholders don’t feel meaningfully involved and don’t have the opportunity to share their ideas and aspirations, learn from others, and help influence the future goals and directions of the institution, they will not be committed to implementing the plan—no matter how well it is written. To craft strategic plans that will enable their institutions to thrive in the future, campus leaders must learn how to connect with and engage stakeholders throughout the institution. They must put away the charts, numbers, matrixes, and all thoughts of a purely linear planning process. Nor can they rely on a visionary president to dream up an institutional future and then assume everyone on campus will buy into that same idea. Instead, we all must become “horizon thinkers” and look into the future together, with good information, diverse perspectives, shared values, and great hopes.

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