Strategic Planning : Strategic Thinking

Successful organizations develop both, short and long term goals focus on operational and financial strategies. This process needs constant evaluation in order to identify opportunities for growth. The goal of every healthcare facility should be to become a leader in the industry, attract high-quality staff and health experts, and establish cutting-edge services for the community. By reviewing current operational realities while working a market research enables the organization to develop strategy solutions to address environmental concerns.

Cambridge Behavioral Hospital currently uses a Change Theory. Strategy for most organizations is about change and focus. A firm strategy starts with knowing the external and internal forces that impact the organization’s ability to achieve its most important goals, and then steadily making the necessary changes to direct those forces. “A validation (or invalidation) of the strategic assumptions reinvigorates strategic thinking and provides a basis for investigating whether to change the strategy” (Swayne, Duncan & Ginter, 2008).

Formulate a process for undertaking strategic planning in your area of interest. What is the need for strategic planning at this time? Which actors should be involved? How do you apply the steps and procedures discussed in Berman Chapter 4 to your process? Which steps would you undertake to ensure that conditions for success are in place?

Of all the Athenian leaders during the time of the Sicily invasion, Nicias possessed the clearest vision and a demonstrated ability to think

Health care systems must survive in complex economic situations that must consistently evolve to meet the demands of its’ stakeholders and remain sustainable (Ginter, Duncan, & Swayne, 2013). Begun, Hamilton, and Kaissi (2005) state health care centers use strategic planning to better understand their environments and ensure their structures, cultures, and decision-making efforts are assisting in the accomplishment of the strategic goals and objectives stated in their mission and vision statements. Furthermore, with the rising costs of health care in the U.S., it is important for health care centers to apply strategic thinking to promote the rendering of quality health care services more efficiently (Ginter et al., 2013).

Strategic planning can dictate the success of any organization if properly planned as well as the failure of an organization if not implemented as planned. Strategic planning is all about making choices. It is a process designed to support leaders in being intentional about their goals and methods. Simply stated, strategic planning is a management tool, and like any management tool, it is used for one purpose only—to help an organization do a better job. This portion of the strategic plan will explain why an

To foster strategic thinking in this situation can be started by identifying the impact of the decisions that are made on the different segments of the facility. Such decisions can impact internal departments, personnel as well as the company’s suppliers and customers. As a manager having a well-articulated philosophy, mission and setting goals throughout the facility will help employees stay focused and incorporate it into their own plans and strategies. To do this you would incorporate it into training and development programs for the employees.

Today's organizations face difficult challenges in order to remain competitive the quickening pace of change, increasing uncertainty, growing ambiguity, and complexity. To meet these challenges, organizations must broaden the scope of leadership responsibility for strategic leadership and engage more people in the process of leadership. In Becoming a Strategic Leader Rich Hughes and Kate Beatty from the Center for Creative Leadership (CCL) offer executives and managers a handbook for implementing a strategic leadership process that reaches leaders at all levels of organizations. Based on CCL's successful developing the Strategic Leader Program, this book outlines the framework of strategic leadership and contains practical suggestions on how to develop the individual, team, and organizational skills needed for institutions to become more adaptable, flexible, and resilient. The authors also show how individual managers can exercise effective strategic leadership through their distinctive and systemic approach thinking, acting, and influencing. The author calls our attention to engage us and help us to become strategic, helping and understanding how to help others build strategic teams. The book helps us

Second, the company’s vision. The need for strategic thinking is driven by problems and challenges. Strategy process is driven by the vision. There has to be a vision, or nothing happens. The more powerful and imaginative of the strategy depends on how clear the vision is. Revenue goals, market share goals, values, culture and purpose must be included in the vision. Reviewing the mission, vision, and values every year will ensure the

Harper College’s Information Technology (IT) Client Services department houses the Information Security group. This group does not gather most of its own data, so the leaders will need to gather metric information from other College areas.

Critical thinking is not the ability to be able to memorize a lot of information, rather the ability to be presented with any particular set of data and be able to put logical relations between thoughts. This is not something that requires muscle memory to attain, but being able to strip away preconceptions in one’s viewpoint to analyze the data thoroughly without bias. Much like any skill or talent, you become better at them, the more you do them and with increasing difficulty levels will even further your ability to perform at these functions to a top level. This is no different for critical thinking. It is a skill that one possess by continually reflecting on past situations or conclusions that were made and then reflecting on them in current situations to analyze how those previous situations can help you come up with a solution to your current problem by assessing what worked for you then or what didn’t work for you then. Then applying this logic into your current situation to best form a hypothesis on the course of action or conclusion you will meet.

Strategic planning is a completely valid and useful tool for guiding all types of organizations, including healthcare organizations. The organizational level at which the strategic planning process is relevant depends on the unit's size, its complexity and the differentiation of the service provided. A cardiology department, a hemodynamic unit or an electrophysiology unit can be an appropriate level, as long as their plans align with other plans at higher levels. The leader of each unit is the person responsible for promoting the planning process, a core and essential part of his or her role. The process of strategic planning is programmable, systematic, rational, and holistic and integrates the short, medium and long term, allowing the healthcare

Which one of the following is not an accurate attribute of an organization 's strategic vision? A. Providing a panoramic view of "where we are going" B. Outlining how the company intends to implement and execute its business model C. Pointing an organization in a particular

Strategic Thinking can be described as a process which enables senior management to create a strategy, debate relevant issues, evaluate the internal and external environment, create strategic goals for the organisation and carry the strategy through effectively. (Decision Processes International, 2008)

Strategic planning in healthcare shows the financial sustainability of the project as planned. It lets us know the basic question, “Will my idea work?” During this phase of planning it’s possible to discover that the answer to that question is a decided “no”. However, many times a diligent strategic planning process will find alternatives, other healthcare or medical services, likely to be more successful than the original idea. All of this is invaluable information to have discovered before committing more time and money to any given project as originally