I am pleased to report that an article Kathy Dabbour at California State University Northridge (CSUN) and I wrote has just been published in the Journal of Library Administration 57 (4). The article, Dialogic Approaches to Strategic Planning in Academic Libraries, a contribution to the Strategic Planning and Assessment column edited by Wanda V. Dole, discusses trends towards strength-based methods for planning and describes how we used Appreciative Inquiry for strategic planning at CSUN.
The plan is complete! You’ve engaged stakeholders and set new directions for the organization. Now what? What can you do to ensure the plan comes to life instead of being relegated to a drawer or posted on the web but never visited?
The first challenge is to integrate the plan into the organization’s work so that the plan becomes the work rather than an add-on. The groups in your organization that are responsible for leadership and management might work together to break strategies down into goals or tasks and think about where in the organization responsibility for the task belongs. Does it fit within the purview of an existing department or work group or is a new cross-functional task force or team with skills from different areas needed? What is the department or task force expected to accomplish and by when? How will they know when the task has been completed? Members of the leadership and management group will need to communicate this information to department heads, supervisors, team leaders, etc. and integrate a regular strategic plan check-in into their meeting agendas. This will ensure that the leaders and managers are aware of progress towards goals. If any initiatives stall, leaders and managers can help remove obstacles or make a decision to revise the plan.
As members of departments, teams, and work groups begin new projects, launch new programs, etc., it important for them to provide regular feedback to management and leadership on their progress as well as the need for resources or additional training, adjustments that may be needed in scheduling, etc. Finally, if managers and team leaders include check-ins on strategic goals in regular coaching and performance conversations with employees, individuals’ work will be aligned with new strategies. This is the kernel of organizational change.