Get Change, Choices, and Consequences (Defining and Delivering PDF

By Roger Kaufman, Eileen Klockars (cover)

Defining and offering winning specialist perform sequence swap, offerings and effects: A advisor to Mega considering and making plans by means of Roger Kaufman, PhD, CPT the choice approximately the place a firm may be headed could not be extra easy. but many enterprises - either private and non-private - have fuzzy statements of objective. How approximately yours? have you learnt the place you're headed? Is it the perfect position to head? tips on how to be proactive via defining and justifying the place you want to head ahead of identifying find out how to get there. that will help you within the method, this publication introduces the options and instruments underlying "mega considering and planning." In 10 chapters, the writer information 3 basics for outlining and supplying organizational luck: A value-added mind set, shared decision and contract on the place to go and why, and instruments for making plans, layout, improvement, implementation and continuous development. you are going to how you can: . outline who your consumers are and who merits . define uncomplicated questions each one association needs to ask and solution . give you the recommendations and instruments for supplying functionality development and proving the worth they upload . Use either switch administration and alter construction . verify wishes and prioritize the wishes (not wishes) . Use functionality info to repeatedly increase via solving what isn't really operating and carrying on with what's operating this is often certainly one of six books within the new Defining and providing profitable specialist perform sequence designed to outline and bring measurable functionality development.

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Additional info for Change, Choices, and Consequences (Defining and Delivering Successful Professional Practice Series)

Sample text

4. Of Results, Labels, and Consequences Words, words, words. ” This is not exactly a good guide for planning and delivering results that involve real live human beings. We must care enough to be precise and rigorous about our words, for our words guide our actions, deeds, and consequences. For some reason, we use lots 42 Change, Choices, and Consequences of commonly used words in what is called strategic planning and development that simply blur very important nuances. Nuances? Yes, sorry, but vital.

Think about it: Most people do want perfection, but are afraid to commit to achieving it. But we want it. No engineer sets out to develop an average machine; they want to see how close they can get to a perfect one. The Dallas Cowboys’ former coach Tom Landry noted that if you don’t strive for perfection, you will never even get to excellence. In addition, the processes of continual improvement will allow us to constantly note how far we have gotten and know what to continue and what to modify.

CRITICAL SUCCESS FACTOR 1 Don’t assume that what worked in the past will work now. Get out of your comfort zone and be open to change. CRITICAL SUCCESS FACTOR 2 Differentiate between ends (what) and means (how). CRITICAL SUCCESS FACTOR 3 Use all three levels of planning and results (Mega/Outcomes; Macro/Outputs; Micro/Products). CRITICAL SUCCESS FACTOR 4 Prepare all objectives—including the Ideal Vision and mission—to include precise statements of both where you are headed as well as the criteria for measuring when you have arrived.

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