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Crafting strategy: a constituency plan for the future.

D K Olson, C Micheletti, A Widtfeldt

    AAOHN Journal : Official Journal of the American Association of Occupational Health Nurses
    |April 1, 1992
    PubMed
    Summary
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    Strategy crafting involves state and local input, unlike basic planning. Developing a clear vision first helps organizations achieve goals by bridging current realities with desired futures.

    Area of Science:

    • Organizational Strategy
    • Strategic Planning
    • Vision Development

    Background:

    • Distinguishes between strategic planning and strategy crafting.
    • Highlights the necessity of involving state and local constituencies in strategy crafting.

    Purpose of the Study:

    • To differentiate planning and strategy crafting.
    • To emphasize the role of vision in organizational development.
    • To outline a method for bridging current and desired organizational states.

    Main Methods:

    • Utilizes a visioning process to define an ideal future state.
    • Employs a decision-making process analogous to the nursing process.
    • Aligns organizational purpose with the American Association of Occupational Health Nurses' (AAOHN) Mission Statement.

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    Main Results:

    • Strategy crafting necessitates engagement with state and local constituencies.
    • Vision creation empowers constituencies to define their aspirations beyond current limitations.
    • A structured approach facilitates the transition from current to desired organizational states without compromising purpose.

    Conclusions:

    • The crafting of strategy requires active participation from various stakeholders.
    • Vision serves as a foundational element for strategic development and organizational transformation.
    • A systematic decision-making framework, similar to the nursing process, can guide strategic implementation.