Discusses strategic planning in higher education and describes an integrated institutional planning system developed by a planning firm that guides administrators in developing, implementing, and monitoring a strategic plan. The system process uses an orderly sequence of activities assembled into five phases, from defining purpose through…

Outlines 11 strategic challenges facing higher education and makes the case that colleges and universities must change their public image from that of the ivory tower to that of a networked communication-rich and more accessible environment. Acknowledges the importance of involving the entire institution in such change. (SLD)

Three-year olds participated in a deceptive action as part of another person's false-belief test. Found that children who had strategically planned a deception were better at answering questions about another's false beliefs than children who had merely watched the deceptive action. This effect was not found when children performed the same action…

Notes defensive actions and routines undermine core competencies and inhibit organizational learning. Discusses a solution of management development "in action," which integrates process and content and facilitates development of a learning organization that is able to engage in double-loop learning. (SK)

Suggests that the key issue in the evaluation problem scenario is not so much an ethical problem as it is a strategic problem. The evaluator needs to be educator, change agent, and organizational development practitioner to make this evaluation a success. (SLD)

Compares two methodologies used by California State University, Los Angeles over the past two decades for formal strategic planning and discusses important lessons learned. (EV)

Describes the strategic planning process used in Wisconsin to keep marketing education programs viable. Includes information about the framework, the model, and needs assessment. Stresses the importance of evaluation and implementation. (JOW)

Incorporating community education into a district's strategic plan avoids add-on or piecemeal approaches and makes community education an integral part of the education program. (SK)

The Natural Resources and Environmental Management Program is designed to help people understand their relationship to the environment, practice stewardship, make informed decisions, and appreciate biodiversity. Areas of emphasis include air, land, and water quality; citizen responsibility; conflict management; approaches to land use and species…

A survey of 1,720 Texas extension faculty and staff received 1,139 responses indicating dissatisfaction with family-work balance (80%), lack of vision or strategic plan (75-80%), professional development opportunities (70%), and employee involvement opportunities (75%). (SK)

Strategic planners concerned with such matters as high-achieving students, high-performing teachers, broad-based community support, and a two-way involvement with the community must analyze the strengths, weaknesses, opportunities, and threats existing in the school's internal and external environment. A sample SWOT analysis is included. (MLH)

Case study of a manufacturing firm that implemented total quality management (TQM) found that the initiative may have failed because the company was undergoing rapid, radical structural change. Other problems included short-term focus, communication problems, and employee concerns about job security. TQM may be more compatible with continuous…

Discusses advantages of creating a strategic plan, steps for the strategic-planning process, and application of the strategic-planning process. Suggests that communication departments should develop a strategic plan and use it as a guide in collectively pursuing initiatives related to teaching, research, and service as well as in advocating for…

Explores the degree to which individual differences, in general, and aggressive communication traits, in particular, influenced employees' dissent-strategy selections. Surveys employees using a self-report instrument describing their levels of verbal aggressiveness, argumentativeness, and expression of dissent concerning organizational practices…

Developments in"The Counseling Psychologist" during the years 1985 to 1990 are reviewed, including the goals, rationales, and some historical perspectives for these developments. Some limited goals, mostly regarding the structure of the journal, were essentially fully attained; there was much more limited goal attainment regarding the…