9-step Problem-solving Model

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Please see response attached fir full response (some of which is provided below), including one supporting article. I hope this helps and take care.

RESPONSE:

Let's look at one model and then at the pros and cons os using it in different situations.

Example of a Nine Step Strategic Planning and Decision Making Model*

1. Focusing the process - initiating and agreeing on a strategic planning and decision making process
The support and commitment of key decision-makers are vital to the success of any strategic planning effort. Their involvement early in the process is essential for the attainment of necessary information and resources. Roundtable Associates works with the leadership team to develop an agreement among key internal (and external) decision makers about the overall strategic planning and decision making process.

2. Identifying organizational mandates
The purpose of this step is to identify and clarify the nature and meaning of externally imposed mandates faced by the organization. This step provides the answer to the question "What is the organization required to do and not do?the musts?"

3. Clarifying the vision, mission and values
The vision of an organization puts a future perspective on its purpose. It answers the questions "What do we want to be? What is our purpose?" The mission of an organization defines its role and task. It answers the question of "What do we do to fulfill our purpose?" The aim of vision and mission clarification is to specify the purposes of the organization and the philosophy and values that guide it.

4. Assessing the external environment: opportunities and threats
A shared understanding of the external factors that influence the use of the organization's resources is essential to the development and implementation of the strategic plan. These external factors include both opportunities and threats. Involving key external stakeholders in the external assessment can add a high degree of credibility and support to the strategic planning.

5. Assessing the internal environment: strengths and weaknesses
Equally important is a shared understanding of the organization's strengths and weaknesses. Self-assessment through the use of tools such as the Washington State Quality Award criteria can provide valuable insight and focus to understanding the internal environment.

6. Identifying the strategic issues facing an organization
Mandates, vision, mission and values and the external and internal environment all help to identify, define and focus the strategic issues facing the organization and in turn shape the strategies and decisions that will form its strategic plan. Scenario building and scenario-based analysis is a very useful tool for identifying and assessing strategic issues.

7. Deciding on the strategies to manage the issues
The vision informed by the "realities" of the internal and external environments provides the basis for determining the practical strategic alternatives available to manage the issues. During this stage alternatives are explored, barriers to implementation assessed, proposals for action developed and priorities established. This work forms the basic strategic elements of the plan.

8. Establishing an effective organizational vision of the future - a framework for planning, decision making and implementation

The work of all of the previous steps comes together at this point to form the effective vision of success and provide a conceptual framework for ongoing planning, decision making and implementation. A "document" -- Strategic Plan -- is created that describes the vision, fundamental ...