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Strategic cycling: shaking complacency in healthcare strategic planning.
J Healthc Manag. 1999 Sep-Oct; 44(5):339-51; discussion 351-2.JH

Abstract

As the conditions affecting business and healthcare organizations in the United States have become more turbulent and uncertain, strategic planning has decreased in popularity. Strategic planning is criticized for stiffling creative responses to the new marketplace and for fostering compartmentalized organizations, adherence to outmoded strategies, tunnel vision in strategy formulation, and overemphasis on planning to the detriment of implementation. However, effective strategic planning can be a force for mobilizing all the constituents of an organization, creating discipline in pursuit of a goal, broadening an organization's perspective, improving communication among disciplines, and motivating the organization's workforce. It is worthwhile for healthcare organizations to preserve these benefits of strategic planning at the same time recognizing the many sources of turbulence and uncertainty in the healthcare environment. A model of "strategic cycling" is presented to address the perceived shortcomings of traditional strategic planning in a dynamic environment. The cycling model facilitates continuous assessment of the organization's mission/values/vision and primary strategies based on feedback from benchmark analysis, shareholder impact, and progress in strategy implementation. Multiple scenarios and contingency plans are developed in recognition of the uncertain future. The model represents a compromise between abandoning strategic planning and the traditional, linear model of planning based on progress through predetermined stages to a masterpiece plan.

Authors+Show Affiliations

Department of Healthcare Management, University of Minnesota, Minneapolis, USA. jbegun@csom.umn.edNo affiliation info available

Pub Type(s)

Journal Article

Language

eng

PubMed ID

10621138

Citation

Begun, J, and K B. Heatwole. "Strategic Cycling: Shaking Complacency in Healthcare Strategic Planning." Journal of Healthcare Management / American College of Healthcare Executives, vol. 44, no. 5, 1999, pp. 339-51; discussion 351-2.
Begun J, Heatwole KB. Strategic cycling: shaking complacency in healthcare strategic planning. J Healthc Manag. 1999;44(5):339-51; discussion 351-2.
Begun, J., & Heatwole, K. B. (1999). Strategic cycling: shaking complacency in healthcare strategic planning. Journal of Healthcare Management / American College of Healthcare Executives, 44(5), 339-51; discussion 351-2.
Begun J, Heatwole KB. Strategic Cycling: Shaking Complacency in Healthcare Strategic Planning. J Healthc Manag. 1999 Sep-Oct;44(5):339-51; discussion 351-2. PubMed PMID: 10621138.
* Article titles in AMA citation format should be in sentence-case
TY - JOUR T1 - Strategic cycling: shaking complacency in healthcare strategic planning. AU - Begun,J, AU - Heatwole,K B, PY - 2000/1/6/pubmed PY - 2000/1/6/medline PY - 2000/1/6/entrez SP - 339-51; discussion 351-2 JF - Journal of healthcare management / American College of Healthcare Executives JO - J Healthc Manag VL - 44 IS - 5 N2 - As the conditions affecting business and healthcare organizations in the United States have become more turbulent and uncertain, strategic planning has decreased in popularity. Strategic planning is criticized for stiffling creative responses to the new marketplace and for fostering compartmentalized organizations, adherence to outmoded strategies, tunnel vision in strategy formulation, and overemphasis on planning to the detriment of implementation. However, effective strategic planning can be a force for mobilizing all the constituents of an organization, creating discipline in pursuit of a goal, broadening an organization's perspective, improving communication among disciplines, and motivating the organization's workforce. It is worthwhile for healthcare organizations to preserve these benefits of strategic planning at the same time recognizing the many sources of turbulence and uncertainty in the healthcare environment. A model of "strategic cycling" is presented to address the perceived shortcomings of traditional strategic planning in a dynamic environment. The cycling model facilitates continuous assessment of the organization's mission/values/vision and primary strategies based on feedback from benchmark analysis, shareholder impact, and progress in strategy implementation. Multiple scenarios and contingency plans are developed in recognition of the uncertain future. The model represents a compromise between abandoning strategic planning and the traditional, linear model of planning based on progress through predetermined stages to a masterpiece plan. SN - 1096-9012 UR - https://www.unboundmedicine.com/medline/citation/10621138/Strategic_cycling:_shaking_complacency_in_healthcare_strategic_planning_ L2 - http://ovidsp.ovid.com/ovidweb.cgi?T=JS&PAGE=linkout&SEARCH=10621138.ui DB - PRIME DP - Unbound Medicine ER -