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Strategic planning becomes visual with strategy maps and the tools, techniques, and guidance for turning them into effective action.Developed as a companion workbook to John Bryson's best-selling Strategic Planning in Public and Nonprofit Organizations, Visual Strategy: A Workbook for Strategy Mapping in Public and Nonprofit Organizations, goes beyond making the case for good and effective strategic planning to making strategy visual through effective strategy mapping. Strategy mapping prevents groups of people from talking over one another and going around in circles. It helps people speak and be heard, produce lots of ideas and understand how they fit together, make use of causal reasoning, and clarify ultimately what they want to do in terms of mission, goals, strategies, and actions. Strategy mapping can join process and content in such a way that good ideas worth implementing are found and the agreements and comments needed to implement them are reached. The result is living strategic plans that act as useful guides to action.With detailed examples, actual strategy maps, process guidelines and hand-drawn illustrations, the book will help leaders, managers, students and other professionals see patterns across mission, goals, strategies and actions while helping to identify areas of alignment and misalignment and determine, real time, where elements are needed, missing or not useful in a strategic plan.For leaders and managers of public and nonprofit organizations, facilitators and consultants, professors and students of strategic planning, strategic management, strategic mapping, and public policy, professional development workshops focused on strategic planning and strategy mapping.

Strategic planning is now a ubiquitous practice in U.S. governments and nonprofit organizations. The practice has become widespread for many reasons, but the chief one is the evidence that strategic planning typically "works," and often works extremely well. Improvements in strategic planning practice are likely to come as it is seen and researched in its full richness as a practice, or set of practices. Several predictions are offered about the future of strategic planning practice and research.Guest editors' note:In 1942, the University of Chicago Press published a book edited by Leonard D. White titled The Future of Government in the United States. Each chapter in the book presents predictions concerning the future of U.S. public administration. In this article, John M. Bryson examines John Vieg's predictions on the future of government planning published in that book, comments on whether Vieg's predictions were correct, and then looks to the future to examine public administration in 2020.

ABSTRACTIn this paper the transactions cost approach (TCA) is used to define organizations and to predict their forms under certain conditions. Next, Aaron Wildavsky's approach is used to define the policy process and to predict its form in particular organizations. Two assertions follow: namely, that the most efficient organizational form may be predicted from knowledge of underlying transactions costs, and that the form of the policy process in an organization can be predicted from knowledge of the organization's form (regardless of whether it is the most efficient form). Recent natural gas policy in the U.S.A. is used to illustrate these propositions, and several conclusions are offered about 1) the potential applicability of the TCA to the public sector and to the policy process and 2) about the potential applicability of Wildavsky's version of the policy process to differing organizational forms.

The transactions cost approach (TCA) is used to define organizations & to predict their forms under certain conditions, & Aaron Wildavsky's approach (Speaking Truth to Power, Boston: Little, Brown, 1979) is used to define the policy process & to predict its form in particular organizations. The following assertions are made: (1) the most efficient organizational form may be predicted from knowledge of underlying transactions costs, & (2) the form of the policy process in an organization can be predicted from knowledge of the organization's form, regardless of whether it is the most efficient form. Recent natural gas policy in the US is used to illustrate these propositions, & several conclusions are offered regarding the potential applicablity of the TCA to the public sector & the policy process, & the potential applicability of Wildavsky's version of the policy process to differing organizational forms. 3 Figures, 25 References. Modified HA.

"Strategic planning is an important function in nonprofit and public organizations, and leaders are continually striving to increase efficiency and effectiveness. "Strategic Planning for Public and Nonprofit Organizations" explores John Bryson's strategic planning model and outlines the reasons public and nonprofit organizations must embrace strategic planning to improve their performance. The book offers leaders, managers, and students detailed guidance on implementing the process, and specific tools and techniques to make the process work. This sixth edition features updated cases and examples, a number of new cases, and a more extensive discussion of design as a method of strategy development. This 6th edition would also feature broader international appeal via the addition of co-author Bert George. Bryson and George would also work to build out an online component to aid students and teachers alike that would feature downloads, links to additional materials, podcasts, instruction modules, and much more."--