Chapter 6: The Second Relationship—With Your Community: Ensuring Your Organization’s Relevance through Strategic Planning
1. Peter M. Senge, Art Kleiner, Charlotte Roberts, Rick Ross, and Bryan Smith, The Fifth Discipline Fieldbook: Strategies and Tools for Building a Learning Organization (New York: Doubleday, 1994), 302.
2. Beware of terminology. There are lots of words—goals, objectives, action steps, strategies, and so forth. Different people use these words differently. It doesn’t much matter. Pick your words and clearly define them so everyone in your organization uses the same terminology and understands the agreed-upon meaning.
3. Senge et al., Fifth Discipline Fieldbook, 302.
4. Arie de Geus, speaker at Systems Thinking in Action Conference sponsored by Pegasus Communications, Boston, September 1995.
5. Peter F. Drucker, Managing the Non-Profit Organization: Principles and Practices (New York: HarperCollins, 1990), 120.
6. Philip J. Carroll, “Infrastructure for Organizational Transformation at Shell Oil,” Collective Intelligence 1, no. 1, 1995.
7. Arie P. de Geus, “Planning as Learning,” Harvard Business Review (March–April 1988), 71.
8. Ibid., 70.
9. See Seth’s blog of May 24, 2010, “The Modern Business Plan,” at www.sethgodin.com.
10. No matter the actual name of this group—board of directors, board of trustees, board of governors, whatever—this is your institution’s legal corporate governing body. Of course it participates!
11. Call this person anything you want—his ...
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