This final article in a three-part series on strategic planning focuses on implementation and continuous improvement at the mega level of planning. Topics include steps for a proactive and holistic strategic planning activity, linking strategic planning to operations, integration versus separation of functions, and organizing for synergy. (LRW)

Strategic planning identifies results, based upon an "ideal" vision, to be achieved at three levels: individual, organizational, and societal. This article recommends a megalevel educational planning model that helps planners contemplate societal outcomes in a practical way. A holistic, proactive planning process involves scoping, data…

Roles, perspectives, and skills of superintendents and their fit to the Organizational Elements Model (OEM) are examined by defining the elements in the model and providing examples of applications, analyzing superintendents' roles in the planning process, and discussing a method of determining the roles of superintendents in different situations.…

Elements of a program development model are discussed, including change requirements, maintenance requirements, and development of a problem-solving management plan (identify problems based on needs, determine solution requirements and identify solution alternatives, select solution strategies from among alternatives, implement solution…

The authors advocate a holistic approach to program development that transcends the boundaries of the sponsoring agency and provides a link between needs assessment, instructional design and development, learning activities, and societal impact. This frame of reference views the efforts of adult educators and their organizations as means to…

Confusion in educational planning stems from having no clear objectives and no clear knowledge of the real clients. The new educational model involves contributing to socially useful results, not simply teaching subjects and conveying content information. Instead of relying on self-defeating techniques and mind-sets, educators can benefit from…

This alternative model for identifying, diagnosing, and treating organizational needs identifies the basic elements of organizations, determines gaps between what is and what should be for each element, and allows interventions which are internally and externally consistent and successful. Common tools for closing these gaps are described. (MBR)