Strategic change is a process that involves analyzing an organization’s vision, mission, goals, and strategic plans. Organizational leaders can perform this analysis using several methods, such as a SWOT (Strengths, Weaknesses, Opportunities, Threats) analysis and an Appreciative Inquiry analysis. Although these two analysis methods have a different approach, they both involve examining an organization’s internal and external environments. By analyzing an organization’s strengths, weaknesses, opportunities, and challenges, leaders are more equipped to identify and address issues and help the organization in achieving its goals. In this Assignment, you select an organization in need of strategic change and then conduct a SWOT analysis and an Appreciative Inquiry analysis for the organization.
Write a 6- to 8-page paper (not including title page and reference page) that addresses the following:
Use proper APA formatting and include the following:
Bryson, J. M. (2018). Strategic planning for public and nonprofit organizations: A guide to strengthening and sustaining organizational achievement (5th ed.). Hoboken, NJ: John Wiley & Sons, Inc.
- Chapter 5, “Assessing the Environment to Identify Strengths, Weaknesses, Opportunities, and Challenges” (pp. 144-184) This chapter explains the importance of identifying organizational strengths and weaknesses through environmental assessments. It also examines this assessment process, including external and internal environmental assessments.
- Chapter 6, “Identifying Strategic Issues Facing the Organization” (pp. 187-218) This chapter provides examples of strategic issues organizations commonly face. It also offers ways to identify these issues within an organization.
- Resource B, “Using Information and Communications Technology (ICT) and Social Media in the Strategic Planning Process” (pp. 423-459) This resource examines Web-based tools that might benefit organizations. It also provides examples of their use in the strategic planning process.
Case Western Reserve University. (n.d.). AI and nonprofit/NGO: The GEM initiative. Retrieved June 14, 2014, from http://appreciativeinquiry.case.edu/practice/nonpr… This website provides links to resources for appreciative inquiry, as well as the Global Excellence in Management (GEM) initiative website.
Case Western Reserve University. (n.d.). AI in the non-profit & NGO sector. Retrieved June 14, 2014, from http://appreciativeinquiry.case.edu/practice/organ… This website lists links to case studies, field stories, articles, and books on appreciative inquiry.
Case Western Reserve University. (n.d.). Outstanding cases. Retrieved June 14, 2014, from http://appreciativeinquiry.case.edu/intro/bestcase… This website offers over 20 case studies on using appreciate inquiry in a variety of settings.
Cooperrider, D., Barrett, F., & Srivastva, S. (1995). Social construction and appreciative inquiry: A journey in organizational theory. In D. Hosking, H.P. Dachler, & K. Gergen, (Eds.), Management and organization: Relational alternatives to individualism (pp. 157–200). Burlington, VT: Ashgate Publishing. Retrieved from http://appreciativeinquiry.case.edu/uploads/SocCon… This text excerpt examines the theory and practice of appreciative inquiry in organizations.
Whitney, D., Cooperrider, D. L. (2000). The appreciative inquiry summit: An emerging methodology for whole system positive change. Journal of the Organization Development Network, 32, 13–26. Retrieved from http://www.davidcooperrider.com/wp-content/uploads… This article explores a framework for the appreciative inquiry methodology. It also outlines conditions for successfully using appreciative inquiry on a large-scale. Note: To view the article, follow the link “The Appreciative Inquiry Summit Method (a pre-publication draft) (doc)” on this webpage.
Kotlin, A. D. (2008). What does it take to have a successful strategic plan?! CPA Practice Management Forum, 4(1), 20–21.
Malik, S. A., Al Kahtani, N. S., & Naushad, M. (2013). Integrating AHP, SWOT and QSPM in strategic planning—An application to College Of Business Administration in Saudi Arabia. International Journal of Academic Research, 5(5), 373–379.
Millett, S. M. (2006). Futuring and visioning: Complementary approaches to strategic decision making. Strategy & Leadership, 34(3), 43–50.
Yoder, E. C., Long, W. E., & Nix, D. E. (2013). Phase zero contracting operations—Strategic and integrative planning for contingency and expeditionary operations. Defense Acquisition Research Journal, 20(3), 349–372.
Lega, F., Longo, F., & Rotolo, A. (2013). Decoupling the use and meaning of strategic plans in public healthcare. BioMed Central Health Services Research, 13(5). Retrieved from http://www.biomedcentral.com/1472-6963/13/5
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