This is a page of quotations regarding various aspects of strategic
planning. The insight contained here is important for conceptualizing the
goals of Lane Community College's Strategic Planning Project.
Organizational restructuring is only the beginning of change at Lane.
The vision outlined here requires changes in fundamental values, changes
in the way we work and in our work relationships, and training for all
employees. Fulfillment of this vision is a long-term project to which we
must dedicate ourselves for years to come. Success in this venture will
depend on our combined commitment to intensive on-going staff training;
examining our internal policies and procedures, changing those that hinder
service to students; and changing our reward systems to encourage behaviors
that support the values of teamwork, quality, and service.
--Jerry Moskus, A Vision of the Future,
1994.
Vision, like self-confidence, isn't achieved by taking a pill or
reading a book. A sense of vision grows out of a set of values, experiences,
individual reflections, and organizational wisdom and direction. If we
see how our work supports and contributes to the larger vision, our work
will seem more meaningful and can be more directed.
--Adapted from Organizing for Social
Change, Midwest Academy
Everything begins with the identification of an institution's core
values--those qualities that are unique to a college, that have been part
of its past, are part of its present, and that should be retained in the
future. Core values guide the development of the organization by establishing
what it will and will not do under particular circumstances.
--Richard Alfred and Patricia Carter, Staying
Competitive: New Tactics For Organizational Development, Community
College Journal, Dec/Jan, 1997-98.
It's critical to remember that a plan is a statement about priorities
and their implementation, given our best knowledge at planning time, and
that all kinds of events will cause the unfolding of history to differ
from the plan.
--Greg Jackson, Associate Provost for Information
Technology,
University of Chicago.
If you don't empower people for quality, the organization becomes
a collection of underachievers.
--Daniel Seymour, On Q: Causing Quality
In Higher Education (1993), The American Council on Education, (p.
101), Phoenix, AZ: The Oryx Press.
A key benefit of good planning is that it mentally prepares you to
improvise.
--Prichett, P., and Muirhead, B., (1998),
The Mars Pathfinder Approach to Faster-Better-Cheaper
The array of interests and issues affecting the success of planned
change is unique at each institution, and effective implementation can
hinge on personal qualities and political realities of the moment.
--Harvey, B., (1998) The Perils of Planning
Before You Are Ready, Planning for Higher Education, Summer
Strategic planning is not a routine management task. It addresses
the kinds of questions that shake up organizations--and people. It demands
imagination, innovation, and risk taking.
--Harvey, B., (1998) The Perils of Planning
Before You Are Ready, Planning for Higher Education, Summer
(In strategic planning) There is no doubt that a modest success is
better than an ambitious failure.
--Harvey, B., (1998) The Perils of Planning
Before You Are Ready, Planning for Higher Education, Summer