Visual Strategy : Strategy Mapping for Public and Nonprofit Organizations.

Intro -- Visual Strategy: Strategy Mapping for Public and Nonprofit Organizations -- Instructions for Downloading Decision Explorer -- Copyright -- Contents -- Key to Icons -- Preface -- Purposes of the Workbook -- Audience -- Where This Workbook Will Be Relevant -- How This Workbook Facilitates Strategic Planning and Management -- Overview of the Contents -- Acknowledgments -- The Authors and Illustrator -- Part 1: Introduction to Strategy Mapping -- What Is Strategic Planning? -- What Is Strategy? -- What Is Strategy Mapping? -- An Example of a Strategy Map -- The Logic Structure of a Strategy Map -- The Benefits of Strategy Mapping -- Summary -- Part 2: The Loft Literary Center's Experience with Strategy Mapping -- What Is The Loft? -- Getting Going with Strategic Planning Using Strategy Mapping as a Technique -- Deciding Who Should Be Involved -- Deciding Where to Hold the Workshop -- Sending the Invitation -- Holding the First Half-Day Workshop -- Introducing the Strategy-Mapping Session -- Proceeding with the Issue Dump -- Putting in Causal Links -- Seeing the Structure of the Map, or Remapping the Mess! -- Presenting the New, Better-Organized Map and Focusing on the Resulting "Teardrops" -- Figuring Out What the Structure of the Map Is Saying -- Starting the More Detailed Exploration -- Looking Across the Whole Map to Identify All Statements Having to Do with Writers -- Drawing the First Workshop to a Close -- Providing Written Feedback on the First Workshop -- Holding the Second Half-Day Workshop -- Laddering Up from "Writing as a Craft" -- Drawing the Second Workshop to a Close -- Refining Strategies, Goals (Purposes), and Performance Indicators -- Finalizing the Goals System -- Building the Strategic Framework Document -- Summary -- Part 3: Doing Strategy Mapping (ViSM) -- Step One: What Do We Have to Change to Create Strategic Success?.

Creating an Issue Dump -- Bundling Issues Statements into Clusters -- Step Two: Why Change the World? -- Entering Causal Links -- Extending the Causal Chains by "Laddering Up" and "Laddering Down" -- Step Three: Making Sense of Your Map -- So Where Do We Start? Let's Begin Making Sense of the Map! -- Making Sense of the Overall Map: What Can We Learn from Our Map? -- Step Four: Translating the Map into a Strategy Statement -- Reaching (Tentative) Agreement on Issues Areas for Strategy Development -- Deciding on the Goals System -- Converting Issues into Strategy Statements -- Testing the Robustness of the Strategy -- Presenting the Strategic Plan -- Getting the Strategic Plan Implemented -- Summary of the Guidelines -- Capture -- Process -- Linking -- Elaboration -- Tidying and Remapping -- Analysis -- Sorting out Goals -- Agreeing on Strategies and Actions -- Turning the Map into a Strategy Statement and Strategic Plan -- Part 4: Facilitating Strategy-Mapping Workshops -- Practice Makes Perfect -- Getting Started -- Preparation, Environment, and Kit -- The Workshop Itself -- Preparing for the Workshop -- Introducing the Workshop -- Managing Participants and Participation -- After the Workshop -- Summary of Facilitation Hints -- Practice Makes Perfect -- Getting Started -- Preparation, Environment, and Kit -- The Workshop Itself -- After the Workshop -- Resource A: Comparing Visual Strategy Mapping with Other Mapping Methods -- Logic Models, Forward Mapping, and Backward Mapping -- Theory of Change -- Systems Thinking and Mapping -- Balanced Scorecard Strategy Maps -- Outcome Mapping -- Concept Mapping -- Mind Mapping -- Mapping Techniques Emphasizing Temporal, Not Causal, Ordering -- Resource B: Mapping Kit -- Resource C: Software Support -- A Note on the History of Software Development -- Resource D: Supplemental Reading and Other Resources.

General -- Facilitation -- Meetings -- Stakeholders -- Goals -- Performance Indicators -- Scenarios -- Business Model Generation -- Competitive Advantage -- Publicizing Strategies -- Video Guidance on How to Use Strategy Mapping in an Interview Format -- Glossary -- References -- End User License Agreement.

JOHN M. BRYSON is McKnight Presidential Professor of Planning and Public Affairs at the Humphrey Institute at the University of Minnesota. FRAN ACKERMANN is a Professor of Strategy and Dean of Research and Development at Curtin Business School, Curtin University, Perth, Australia. COLIN EDEN is Vice Dean and Professor of Management Science and Strategic Management in the Strathclyde Business School, University of Strathclyde, Scotland.

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Electronic reproduction. Ann Arbor, Michigan : ProQuest Ebook Central, 2022. Available via World Wide Web. Access may be limited to ProQuest Ebook Central affiliated libraries.