• The power and importance of an idealized strategy―the all-important outlook-vantage point
• The value of strategic planning in public organizations—intrinsic and extrinsic benefits
• The mind of a strategist—what research tells us about how strategic thinkers think and make decisions
• The relationship between systems thinking and strategic thinking
• Roles and expectations of the strategy-planning team
• The DIKW hierarchy and how it influences strategic outlook
• Recognizing and avoiding analysis paralysis
• The problem with benchmarks
• When is it safe to trust intuition?
• Strategic planning in public organizations—selecting an organizing principle for the plan
• The strategic planning process—laying out an action plan to guide the process
• Tips and techniques for securing buy-in and engaging others in the process
• Opportunity discovery—putting tools, techniques, and best practices to work
• Weighting schemes and selection criteria—trade-offs to consider
• Devising alternative scenarios that anticipate uncertainties and possible futures
• Estimating the ROI of public-sector projects and initiatives
• Establishing priorities and evaluating tradeoffs objectively
• Avoiding groupthink, mental anchors, confirmation bias, and other decision errors
• Identifying and assessing risks
• Agreeing on the 3-S framework for the plan—substance, style, and structure
• Putting it all together—drafting, reviewing, and refining the plan
• Formulating a strategy-communication and execution plan
• Tracking and controlling the execution of the plan
• Modifying the plan to accommodate current realities and changing priorities
• Strategic planning toolkit (a CD-ROM with helpful files, issued to each participant)

This course was designed and is instructed by the author of the book . . .