Most organizational strategic plans are not strategic but rather tactical or operational plans masquerading as "strategic." This article identifies the basic elements required in a useful and practical strategic plan and explains why they are important.

Human competence is a vital element for any organization that expects to survive and then thrive. Developing individual performance ability is necessary but not sufficient because trained people alone will not make an organization successful. We must determine what people should deliver and why it should be delivered in order to add measurable…

With huge financial challenges being imposed on higher education, some react to crises to make changes and meet financial requirements. Changes are made that would be unthinkable without imposed demands. Two examples of universities that successfully responded to limited budgets to make major changes in organization, structure, and programs are…

Conventional human performance technology has had a good run. It allowed scientific and data-based research to be applied to improve performance, usually just individual performance. The field must be expanded without losing this individual performance focus to include a scope that measurably improves performance for individuals and organizations…

Defines needs assessment and compares different models in terms of levels (mega, macro, micro) and process and input. Recommends assessment of strengths and weakness of a model before using it in human resource development. (SK)

Seven basic questions related to basic organizational questions and issues are presented together with a matrix for analyzing the responses in terms of comfort zone feelings and reactions based on past experiences. It is suggested that the matrix entries can be used to begin a dialog among organizational partners concerning their openness to…

This book was written for educators involved in planning educational improvements. Each of the chapters provides a framework for understanding various factors affecting efforts to implement change, for example, how change can be planned and managed effectively, how people can be motivated successfully, how to improve management styles and…

Discusses the need to shift from the old models for organizational development to the new methods of quality management and continuous improvement, visions and visioning, and strategic planning, despite inappropriate criticisms they receive. (AEF)

Provides a framework for strategic planning for organizational development; identifies a societally-referenced "mega-level" of planning. Discusses needs assessment, quality management, benchmarking, and reengineering processes for defining and delivering a useful future for both the organization and society. (AEF)

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)

This paper helps identify the major varieties of organizational development models and methods and analyzes the characteristics of some. It proposes that most models are only descriptive and fail to offer the predictive and control aspects that are central to success. A predictive "synthesis" is offered. (Author)