1. Copyright © 2010 Wolters Kluwer Health | Lippincott Williams & Wilkins Chapter 12 Forming and Planning a Program “Apathy can be overcome by enthusiasm, and enthusiasm can only be aroused by two things: first, an ideal, which takes the imagination by storm, and second, a definite intelligible plan for carrying that ideal into practice.” Arnold Toynbee

2. Copyright © 2010 Wolters Kluwer Health | Lippincott Williams & Wilkins Strategic Concepts Strategic thinking – conceptualizing the past, present, and future. –Multi-faceted Planning – act of delineating behaviors intended to bring about a predetermined or expected course of actions.

3. Copyright © 2010 Wolters Kluwer Health | Lippincott Williams & Wilkins Program Formation Determining stakeholders Delineating values Creating vision Drafting a mission Establishing goals and objectives

4. Copyright © 2010 Wolters Kluwer Health | Lippincott Williams & Wilkins Determining Stakeholders Anyone that is affected by the actions or plans of an organization, department, or individual. “If we do this particular action, who will be impacted, and to what extent?” Helps to inform the values of the program and to ensure longevity and satisfaction.

5. Copyright © 2010 Wolters Kluwer Health | Lippincott Williams & Wilkins Determining Stakeholders, cont’d Who would be included in a list of stakeholders for an athletic training program?

6. Copyright © 2010 Wolters Kluwer Health | Lippincott Williams & Wilkins Delineating Values Foundation of the strategic planning process List of ideals on which the organization focuses its time, attention, and resources. Informed by: –Values of key stakeholders –Personal values of the creating team

7. Copyright © 2010 Wolters Kluwer Health | Lippincott Williams & Wilkins Delineating Values, cont’d

8. Copyright © 2010 Wolters Kluwer Health | Lippincott Williams & Wilkins Identifying Values Critically reflect and analyze behaviors or attitudes deemed critically important to success. May be anything from behaviors to attitudes Guided by experience, personal conviction, and ethics Pare the list to a manageable size

9. Copyright © 2010 Wolters Kluwer Health | Lippincott Williams & Wilkins Identifying Values, cont’d For example: Cost effective treatment Empathy toward patients Safe and timely return to play Quality healthcare Service orientation Profit Teamwork Empowerment Promotes diversity

10. Copyright © 2010 Wolters Kluwer Health | Lippincott Williams & Wilkins Creating a Vision “Without a vision people perish.” – Peter Senge An ideal image of the future one seeks to create Goal or direction an organization, individual, or team strives toward Stated values as the framework for a vision Created through consensus

11. Copyright © 2010 Wolters Kluwer Health | Lippincott Williams & Wilkins Drafting Vision Statements Concise, one or two sentences Describes the values the program wishes to strive toward for the future of the program Contains at least five characteristics

12. Copyright © 2010 Wolters Kluwer Health | Lippincott Williams & Wilkins Drafting Vision Statements, cont’d 1.They are brief. 2.They are verifiable. 3.They are focused. 4.They are understandable to everyone. 5.They are inspiring.

13. Copyright © 2010 Wolters Kluwer Health | Lippincott Williams & Wilkins Drafting Vision Statements, cont’d What could be a vision statement for the athletic training program?

14. Copyright © 2010 Wolters Kluwer Health | Lippincott Williams & Wilkins Drafting a Mission Expands upon the vision statement by adding “how” the vision will be accomplished. –Vision – future oriented Mission – current services –Visions – challenge Missions – anchor Helps drive leadership decisions and actions Reason for existence in respect to present-day clientele, distinct services offered, philosophy and geography

15. Copyright © 2010 Wolters Kluwer Health | Lippincott Williams & Wilkins Establishing Goals and Objectives Objectives – ultimate end one hopes to achieve Goals – more specific and include time-specific and measurable language. (S.M.A.R.T.) –Who? –What? –When? –Where? –How?

16. Copyright © 2010 Wolters Kluwer Health | Lippincott Williams & Wilkins Strategic Planning Process of diagnosing the organization’s external and internal environments, deciding on a vision and mission, developing overall goals, creating and selecting general strategies to pursue, and allocating resources to achieve the organization’s goals. Gain a competitive advantage over competition Where do you want to go, and how do you want to get there? Implementation of stated goals

17. Copyright © 2010 Wolters Kluwer Health | Lippincott Williams & Wilkins SWOT Analysis Common layout for SWOT analysis

18. Copyright © 2010 Wolters Kluwer Health | Lippincott Williams & Wilkins Strategy Mapping Shows how different aspects of a strategic plan work together. –Describe the intangible asset. –Align and integrate intangible assets. –Define how intangible assets can be developed or promoted.

19. Copyright © 2010 Wolters Kluwer Health | Lippincott Williams & Wilkins Strategy Mapping, cont’d Strategy map

20. Copyright © 2010 Wolters Kluwer Health | Lippincott Williams & Wilkins Strategic Planning Cycle

21. Copyright © 2010 Wolters Kluwer Health | Lippincott Williams & Wilkins Hoshin Kanri Japanese phrase – “direction setting” Systematic process by which an entire organization sets and achieves specific long term goals with respect to quality. Top down, two prong process: –Long range planning for entire organization –Tracking how departments or divisions are implementing those plans

22. Copyright © 2010 Wolters Kluwer Health | Lippincott Williams & Wilkins Hoshin Kanri, cont’d Identify critical issues. Establish objectives to address issues. Define the company’s overall goals. Develop strategies that support goals. Define objectives. Establish indicators for measuring performance. Establish fundamental measures.

23. Copyright © 2010 Wolters Kluwer Health | Lippincott Williams & Wilkins Strategy Pitfalls Setting unrealistic goals Failure to focus on right priorities Allow goals to become “wishes” Lack of common values among team Planning sessions treated as events

24. Copyright © 2010 Wolters Kluwer Health | Lippincott Williams & Wilkins Strategy Pitfalls, cont’d Inadequate or “old” data Over-reliance on expert/experienced planners Failure of leaders to take responsibility for outcomes Over-reliance on finances as a basis for decision making

25. Copyright © 2010 Wolters Kluwer Health | Lippincott Williams & Wilkins Drivers of Innovation Innovation – creation or introduction of something brand new. Change – reference to some historical fact or behavior. New knowledge Changes in perception Industry or market changes Demographic changes

26. Copyright © 2010 Wolters Kluwer Health | Lippincott Williams & Wilkins Decision Making Decision implies the end of deliberation and the beginning of action. Seven-step model for healthcare related leadership decisions. 1.Understand the organization. 2.Define the objective. 3.Identify and prioritize influencing factors.

27. Copyright © 2010 Wolters Kluwer Health | Lippincott Williams & Wilkins Decision Making, cont’d 4.Collect information. 5.Evaluate options and make the best choice. 6.Develop an action plan. 7.Monitor the decision’s effects, and revise if appropriate.

28. Copyright © 2010 Wolters Kluwer Health | Lippincott Williams & Wilkins Intuitive Decision Making Intuition – “compressed expertise” or instinctive knowledge that comes from instantly accessing and assimilating years of experience or a lot of experiences in a moment. Utilize a combination of intuition and analytical process Con – lack of reproducible methods

29. Copyright © 2010 Wolters Kluwer Health | Lippincott Williams & Wilkins Decision Making Traps Anchoring Status-Quo Sunk-Cost Confirming-Evidence