CEO

Strategic Planning

By Al Condeluci, Ph.D., CEO
The Voice, December 2002

In October, UCP embarked on tending to our Strategic Plan. Now as most of us know a strategic plan is an effort to organize change, and an exploration on any topic mandates a definition first. So what does change mean, and how is it defined? As this plan is about action, we’ll use the definition of change as a verb from the American Heritage Dictionary (1992):

”To cause to be different, to transform; To give or receive reciprocally; interchange; To exchange for or replace with another, usually of the same kind or category; To lay aside, abandon or leave for another; switch; To give or receive the equivalent of money in lower denominations; To put a fresh covering on; TO become different, transform or go from one to another; To alter; To become deeper in tone.”

Change is often thought of as going from one point to another. Clearly, it can be physical as well as mental. We can change our scene by traveling from one place to another, or change our mental model from one paradigm to another. We can change our framework or disposition from one perspective to another without moving from the spot we are in. We can change our attitude about something even if the event remains the same.

Change can be both unplanned or planned. With unplanned change the circumstances surrounding the change are outside of our control. Things happen to such an extent that the change agent has little or no influence. These unplanned situations are difficult because often the person was not planning for something new, yet he or she is forced into a new direction.

Planned change, on the other hand, is when the change agent has a degree of control or at least as influence over the decision to change. Planned change presents an opportunity for the change agent to be able to think about and to adopt some actions that might guide or influence the change into a direction the agent chooses.

There are some real definitional start points that are key to an initiation of any type of change that is:

When we want to change.

This is when we have a desired outcome, but are not yet there. We acknowledge that something new is luring us, and the choice to act on it is ours.

When we need to change.

This is when there is some pressure to move toward the desired outcome. We either see the benefit to react to circumstances, or are being advised to make a change.

When we must change.

This is when we have no choice and the change has been forced upon us. This is mandated change and if we do not make a move, there will be serious consequences.

The three elements of want-need-must relate to organizations and cultures as well. UCP of Pittsburgh, has been through these layers a number of times. During the many strategic planning retreats I have participated in over my thirty-year association with UCP, the driving force of discussion focuses on these three things. Often, in fact, we would use data, statistics or theories to drive the exact category of the change. Sometimes our philosophy of services would suggest that we want to change. Then a funding initiative would push us to say we need to change. And sometimes a law would demand that we must change.

So, we are now ready to jump into our Strategic Planning. If you have any thoughts or ideas I am open to your suggestions. Building a community where each belongs takes thoughtful and planful action. We’ll keep you posted on our progress.

For further articles by Al Condeluci, please click here.
You can e-mail Al Condeluci here.

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