BOK 9 Overview-Final 50 Page PDF

OVERVIEW AND DEVELOPMENT
The Association for Strategic Planning’s
Body of Knowledge
Overview and Development
For Certifying
Strategic Planning Professionals (SPP)
And
Strategic Management Professionals (SMP)
BEST PRACTICES EDITION #9

ASSOCIATION FOR STRATEGIC PLANNING CERTIFICATION PROGRAM
THINK—PLAN—ACT
Copyright ©2010 by
Association for Strategic Planning’s Body of Knowledge Overview and Development for
Certifying Strategic Planning Professionals and Strategic Management Professionals
Library of Congress Control Number: xxxxxxxxxxxxx

ISBN: xxxxxxxxxx
All rights reserved. No part of this publication may be reproduced or transmitted in any form
or by any means, electronic or mechanical, including photocopy, recording, or information
storage or retrieval system, without permission in writing from
The Association for Strategic Planning. 12021 Wilshire Blvd. Suite 286, Los Angeles, CA
90025-1200. Phone: 877-816-2080 Fax: 323-954-0507 Email: Executive
Director@strategyplus.org.
Professionalism
“Whatever is worth doing at all is worth doing well.”
—Lord Chesterfield.
©
Association for Strategic Planning—All Rights Reserved. January 18, 2010 Edition #9 Page 2
THINK—PLAN—ACT
Program Introduction
A vision and mission were the starting point for the Association for Strategic
Planning’s development of this Body of Knowledge to guide the professional
certification of planning professionals in the United States as well as
internationally. We hope that this becomes the world-wide industry standard.
This document was developed by a Core Team of eight highly skilled ASP senior
level professionals (names below) who were supported by an Extended Team of 14
other senior level professionals.
Leanna Blackmon’s critical skills helped us in making it all come together.
We also are indebted to our corporate sponsors for their support for this vital
project:
Delta Community Credit Union—Sundt Corporation—
Washington Suburban Sanitary Commission——
Haines Centre for Strategic Management—Balanced Scorecard Institute
However, the data and opinions used in developing this document came from
interviews we conducted with over 20 other planning certificate or certification
programs in both the private and academic sectors in keeping with the ASP overall
mission of whom we serve. In addition we asked for the ideal future vision from
the ASP Chapters as well as the ASP Board of Directors and members of both our
Core and Extended Teams. We were pleased to have the opportunity at the ASP
2009 Annual Conference in San Diego for further critique and views on the details
of this Body of Knowledge.
Signed:
Terry Schmidt
Frank Mruk
Steve Haines
Sara Brann
Richard Condit
Jim McComb
Gail Aller-Stead
Tom Carter
Howard Rohm
©
THINK—PLAN—ACT
Table of Contents
“The Body of Knowledge leading to the competencies of the planning field”
I. Certification Program Process
II. Vision and Mission of this Certification Program
III. Expectations and Models of the Two Levels of Certification
IV. Expectations and Models of the Strategic Planning Apprentice
V. Body of Knowledge Framework
Level I Level II
Business Acumen Strategic Business Acumen
1. Lead 1. Strategic Leader
1.1 Personal Credibility 1.3 Planning Teamwork
1.2 Interpersonal skills 1.4 Cross-Functional Teams
1.5 Organization-Wide
2. Think 2. Strategic Thinking
2.1 Content 2.4 Content
2.2 Processes 2.5 Processes
2.3 Infrastructures 2.6 Infrastructures
3. Plan 3. Strategic Planning
4. Act 4. Strategic Action
5. Strategic Planning Professional 5. Strategic Management Professional
Foundation Foundation
5.1 Professional Roles 5.1 Professional Roles
VI. Think—Plan—Act Bibliography

• Strategic Thinking
• Strategic Planning
• Strategic Action and Change
Note: The terminology used here applies to all kinds of organizations—private, public, military,
and not-for-profit, as well as internal and external roles within those organizations. However,
when terms such as “corporate” are used in this document, they are meant to apply to all these
kinds of organizations.
©
THINK—PLAN—ACT
Certification Program Process

Based on the vision and mission, the Strategic Planning Certification Credentials
were developed with a number of components:
1. Market Needs—an extensive survey was conducted with ASP members
regarding their wants, desires, and benefits of planning certification. The
results included a resounding “yes” to this need.
2. Best Practices Research—a detailed set of interviews were conducted with
over 20 firms and universities to ensure a best practice Body of Knowledge for
the 21st Century. Also the certification development process itself included
interviews and process reviews with over 10 other excellent associations such
as PMI, SHRM, ASTD, etc. so as not to reinvent the wheel.
3. Phase I—to develop a best practice Body of Knowledge in the Strategic
Planning Field (embodying ASP’s Think—Plan—Act mantra) for both Levels I
and II below.
4. Phase II—to develop an ongoing certification process that would include these
components
♦ Body of Knowledge exams with an ethics consideration
♦ Registered Educational Providers (REPs) to provide the education
♦ Independent governance structure
♦ An application process and criteria that take into account an applicant’s life,
jobs, experiences and education
♦ Administrative support to run the day-day certification program for ASP
♦ Independent Testing Service
5. This project has been supported by extensive outreach and inclusiveness to

everyone interested in this project, soliciting their feedback, critiques, and
recommendations to improve the result.
Results—Credentialing at these Levels of Professionalism
1. Strategic Planning Professionals (SPP)—Level I
2. Strategic Management Professionals (SMP)—Level II
3. Strategic Planning Apprentice (SPA) Designation
Our Body of Knowledge represents current best practices in the field of Strategic
Planning and is the result of interviewing the best 20+ firms and advanced
educational institutions we could collectively identify that teach Strategic Planning
in some form. In addition, we reviewed their course purposes, benefits, and
agendas where these existed.
©
THINK—PLAN—ACT
These organizations were identified collectively by our seven Core Project Team
Members and our roughly 20 Extended Team Members. We were able to identify
everything that was being taught in 2008-09 that is relevant in the 21st Century.
This Body of Knowledge is what these many organizations, senior level
professionals and faculty members collectively believe represents a set of
reasonable, common sense, and important knowledge about Strategic Planning that
if properly applied, would lead to significantly improved organizational results.
It is organized under the rubric of Think—Plan—Act that is the identity of our
Association.
Since the first draft, this Body of Knowledge has undergone extensive review,
critique, and revisions to represent a consensus version of the desired knowledge
required by successful practitioners, both within and outside of ASP.
Our final review will be with an Advisory Board of Pioneers consisting of the most
distinguished professionals in the field who are members of ASP. This will be the
final check on our work and is part of the Pioneers developing the two testing
exams (questions and answers).
©
THINK—PLAN—ACT
Year 2012 Vision of this Certification Program

We have a rigorous and prestigious global level ASP Strategic Planning Body of
Knowledge, and certification for individual planning professionals (both ASP
members and non-members).
This certification is recognized as the best in the Strategic Planning and Strategic
Management Field, and is clearly distinguishable from any other certification or
certificate program.
Year 2010 Certification Program Vision Details

♦ This certification and its Body of Knowledge establish best practices and clear
professional standards.
♦ The certification program is based upon objective criteria that covers the full set
of knowledge associated with the Body of Knowledge (BOK) of Think—
Plan—Act in Strategic Planning.
♦ This certification recognizes expertise gained from appropriate life and work
experiences.
♦ ASP’s BOK and certification process will be established using rigorous criteria,
which include in keeping with the standards of the national organizations that
offer certification programs.
Year 2009-2012 Mission of this Certification Program

This certification program enables ASP members and non-members to become
highly knowledgeable and skilled professionals in Strategic Planning (Think-Plan-
Act), and to be recognized as such.
2009-2012 Mission details
♦ To improve the quality of Strategic Planning as a profession. The field has a

mixed reputation because many old traditional practices are still followed that
do not work well.
©
THINK—PLAN—ACT
Expectations and Rough Profiles for the Levels of ASP

Certifications
I. LEVEL I—Strategic Planning Professional (SPP)
1. At least two years experience in a planning role or as a junior external

consultant.
2. Ethical, has integrity and knows how to keep things confidential.
3. Manager of themselves first, then able to collaborate with others.
4. Interpersonal leadership skills with executives on a one-one basis such as
coaching, advising, etc.
5. An accomplished analyst in future environmental scanning and current
state assessment (SWOT).
6. Excellent critical thinking skills and a basic understanding of strategic
and systems thinking.
7. Frequently works with executives and their organizational units such as
business unit heads or managers/leaders of major staff units and their
teams
8. Facilitates actions, execution, and implementation of the strategic and
annual plans.
9. Has a working knowledge of change management and the processes and
infra-structures that successful change requires.
10. Demonstrated mastery of selected parts of this Body of Knowledge those
REP Courses/PDUs.
©
THINK—PLAN—ACT
©
THINK—PLAN—ACT
Strategic Planning Professional (SPP) Certification

Level I Competency Outline
(See Body of Knowledge Self-Assessment for detailed list of tasks)
1. Lead
1.1 Lead in Personal Creditability (Think-Plan-Act): The candidate should know and/or
understand how to accomplish seven tasks.
1.2 Lead in Interpersonal Relationships (Think-Plan-Act): The candidate should know
and/or understand how to accomplish nine tasks
2. Think
2.1 Think Content: The candidate should know and/or understand how to accomplish
nine tasks.
2.2 Think Processes: The candidate should know and/or understand how to accomplish
seven tasks.
2.3 Think Infrastructures: The candidate should know and/or understand how to
accomplish four tasks.
3. Plan
3.1 Plan Content: The candidate should know and/or understand how to accomplish ten
tasks.
3.2 Plan Processes: The candidate should know and/or understand how to accomplish
nine tasks.
3.3 Plan Infrastructures: The candidate should know and/or understand how to
accomplish six tasks.
4. Act
4.1 Action Content: The candidate should know and/or understand how to accomplish six
tasks.
4.2 Action Processes: The candidate should know and/or understand how to accomplish
five tasks.
4.3 Action Infrastructures: The candidate should know and/or understand how to
accomplish seven tasks.
5. Strategic Planning Professional Foundation

5.1 Professional Roles: The candidate should know and/or understand how to accomplish
five tasks.
Total: 84 Tasks
©
THINK—PLAN—ACT
II. LEVEL II—Strategic Management Professional (SMP)
1. At least five years experience in planning as an internal executive or

external consultant participating or leading multiple strategic planning
assignments.
2. Holds the Strategic Planning Professional (SPP) credential or meets all of
its requirements.
3. Demonstrates mastery of the entire ASP Body of Knowledge through
REP Courses/PDUs.
4. Works with C-Level Executives and their teams.
5. Uses the full Body Of Knowledge and facilitates getting the organization
to its desired outcomes
6. A strategic and systems thinker who regularly applies systemic thinking
and skills.
7. Is an advocate for the full field of Strategic Planning and all its Think-
Plan-Act components.
8. Demonstrates strategic leadership in an organization, sector, or the
planning field.
©
THINK—PLAN—ACT
©
THINK—PLAN—ACT
Strategic Management Professional (SMP) Certification

Level II Competency Outline
(See Body of Knowledge Self-Assessment for detailed list of tasks)
1. Strategic Leader
1.3 Strategic Leader in Planning Teamwork (Think—Plan—Act): The candidate should
know and/or understand how to accomplish six tasks.
1.4 Cross Functional Strategic Leader (Think-Plan-Act): The candidate should know
and/or understand how to accomplish six tasks.
1.5 Organization-Wide Strategic Leader (Think-Plan-Act): The candidate should know
and/or understand how to accomplish ten tasks.
2. Strategic Thinking
2.4 Strategic Thinking Content: The candidate should know and/or understand how to
2.5 Strategic Thinking Processes: The candidate should know and/or understand how to
2.6 Strategic Thinking Infrastructures: The candidate should know and/or understand
how to accomplish two tasks.
3. Strategic Planning
3.4 Strategic Planning Content: The candidate should know and/or understand how to
accomplish nine tasks.
3.5 Strategic Planning Processes: The candidate should know and/or understand how to
accomplish five tasks.
3.6 Strategic Planning Infrastructures: The candidate should know and/or understand
how to accomplish six tasks.
4. Strategic Action
4.4 Strategic Action Content: The candidate should know and/or understand how to
4.5 Strategic Action Processes: The candidate should know and/or understand how to
4.6 Strategic Action Infrastructures: The candidate should know and/or understand how
to accomplish five tasks.
5. Strategic Management Professional Foundation
5.2 Professional Roles: The candidate should know and/or understand how to accomplish
five tasks.
Total: 80 Tasks
©
THINK—PLAN—ACT
Strategic Planning Apprentice Designation
Expectations and Rough Profile for the designation of an ASP

Strategic Planning Apprentice (No Level/Certification)
1. No years experience necessary in a planning role or as a junior external
consultant.
2. Someone just starting out in planning or transferring their career into
planning from another discipline such as marketing, finance, HR, or OD.
3. If a student, then in their last year of school (Undergraduate or Graduate
degree) with the prospects of graduating within 12 months.
4. Does not need or be required to have Business Acumen yet.
5. Demonstrated mastery of the same selected parts of this Body of
Knowledge as the current Level I (SPP) Strategic Planning
ProfessionalSM through passing the SPP Level Test Examination (ASP
may grant scholarships for those in need).
6. Ethical, has integrity and knows how to keep things confidential based on
two Character/Professional References.
7. Academic Transcripts to show their academic background and degrees
obtained or expected in the next 12 months
8. Willingness and ability to be mentored and form an apprenticeship with a
more senior level Planner specifically identified and provides them with a
Letter of Reference.
9. Manager of themselves first, then able to collaborate with others.
10. Knowledge of interpersonal leadership skills with executives/managers
on a one-one basis such as coaching, advising, etc.
11. Excellent critical thinking skills and a basic understanding of strategic
thinking and systems thinking.
12. Understands how to facilitate actions, execution, and implementation of
strategic and annual plans.
13. Expected to be come a Strategic Planning Professional within three years
by submitting an application and has six CEUs/90 PDUs from REPs/ASP
(and re-taking exam) and paying the application and examination fees.
©
THINK—PLAN—ACT
BUSINESS ACUMEN
As we said in the Introduction, professional planners must also have a high degree
of business acumen and technical/content knowledge about the industry and sector
in which they are working. However, this business acumen is not a simple and
universal set of Standards common to every organization.
Therefore, we have elected NOT to attempt to build a common set of business
acumen standards, but rather have the Certification Process include the applicant’s
demonstration of this important factor in their life and career experiences.
Some of these business acumen areas might include, but are not limited to the
following (illustrative only):
I. Executive Presence
Professionalism
Confidence with CEOs
Communication Skills—oral and written
II. Customer
Sales/Pricing
Marketing
Merchandising/Placement
Advertising/Promotion
Customer Service/Complaints
Information/Data
Branding
III. Finances
Financial Analysis/reading Financial Statements
Accounting
Budgeting
Treasury/Cash Management
Capital Financing
Regulatory Compliance
Global Finance
Consumer Finance
Mortgage Banking
Insurance
Investment Banking
IV. Technology
Computers and IT
Telecommunications
Other Technology
Knowledge Management
©
THINK—PLAN—ACT
Information Management
Research and Development
V. Products and Services
Engineering
Design of Products/Life Cycle
Product and Service Knowledge
Manufacturing
Innovation and New Product Service/Development
VI. Delivery/Logistics/Process
Supply-Chain Management
Purchasing
Distribution/Warehousing
Delivery Channels
Process Management
Operations
Outsourcing
Benchmarking
VII. Administration
Legal Matters
Safety
Administration
Facilities
VIII. Human Resources
Talent Management
Recruiting/Selection
High Performance Development/Improvement
Compensation/Benefits
Labor/Union Relations
Cultural Influence/Issues
Development and Succession/Training
Ethics Management
XI. Environmental Scanning
Business and Competitor Scanning and Intelligence
Global Marketplace
Suppliers/Venders
Sector Dynamics
Competition/Substitutes
Customers
Industry Dynamics
Strategic Alliances
Trend Tracking/Research
©
THINK—PLAN—ACT
X. Research Methods
Knowledge about Databases
Internet Research
Source Evaluation and Verification
Use of Competitor Intelligence
XI. Society Acumen
Citizenship and Governance
Community Actions/Leadership
Political Campaigns
Government Agencies
Social Responsibility
Peacemaking
Environmentalist
Special Interest Groups
Government Planning
Content Production
Course Development
XII. Thought Leadership
Use of Competitor Intelligence
Think Tank Activity
XIII. Cross-Cultural Communications
Second Language Fluency
Multi-year Residence in more than one country
Multi-Country Business Experience
Implementation of Cross-Cultural Change Management
Sensitivity and Knowledge of Cultural Custom
©
THINK—PLAN—ACT
Our Body of Knowledge Framework

There are five fundamental components that together make up this BOK
Framework. They represent the standards that planning professionals must know
in order to be credentialed by the Association for Strategic Planning and warrant
the use of our certification credential and designation.
These “Components” include
1. Think-Plan-Act—ASP has adopted “Think-Plan-Act” as its mantra and
framework for strategic planning. This then becomes our framework for the Body
of Knowledge in this Certification Program because planning in the 21st Century is
now recognized for what it is: PLANNING FOR CHANGE. Our goal is that there
are no more planning functions contributing to the SPOTS Syndrome—the
Strategic Plan on the Top Shelf…gathering dust.
2. Lead—Planning and change are the primary jobs of leaders in all
organizations; including the planning profession to which this certification is
aimed. For this reason, leadership is required for good planning/change
professionals. Staff leaders do not lead organizations. They provide leadership,
support, coaching, advice, guidance, facilitation, logistics, and staff functional
expertise to the line executives who lead the organization.
3. Strategic Planning Reality—In addition, the Field of Systems Thinking and
Organization Effectiveness and Change view that every situation in life has three
components occurring at the same time. This is the reality of life and sometimes
called The Iceberg Theory (see next page).
1). The content of the Think-Plan-Act discussions
2). The processes themselves that are going on during the Think-Plan-Act
discussions
3). The infrastructures or context within which the Think-Plan-Act occurs
4. Business Acumen—Professional planners must also have a high degree of
business Acumen and technical/content knowledge about the industry and sector
in which their organizations compete. However, this business acumen is not a
simple and universal set of standards common to every organization and sector.
Therefore, we have elected NOT to attempt to build a common set of business
acumen standards in our BOK, but rather have the certification process assess the
applicant’s knowledge of this important factor through their life and career
experiences.
5. Foundation—A key fundamental, often overlooked, that is crucial to a
successful professional is being an expert on their role. This is especially
©
THINK—PLAN—ACT
confusing in many organizations between roles of Board of Directors, CEO,
Collective Senior Management Team, Line and Division Management. Failure to
know and follow this Foundation and clarity of the respective roles “builds in
failure up front.” Setting the roles clearly and properly “engineers success up
front.”
©
THINK—PLAN—ACT
The Resulting Credentials: Education

Level #1: Strategic Planning Professionals (SPP)—requires the Think-Plan-Act
and our first two levels of leadership in our BOK (1.1 and 1.2) as well as some
level of business acumen.
Level #2: Strategic Management Professionals (SMP)—requires knowledge in
our entire BOK (Think-Plan-Act), be a strategic leader, and have more extensive
and strategic business acumen.
Strategic Planning Apprentice (SPA) Designation—requires the same
knowledge as our SPP above but not the Business Acumen. The SPA is required
to pass the SPP BOK examination. Any Business Acumen is a plus.
The Iceberg Theory
©
THINK—PLAN—ACT
The Iceberg Theory reflects the natural reality of everyday life. Present in every
interpersonal situation in life are three elements: Content, Processes, and
Structure. Creating high performance organizations requires a balance in how
organizations spend their time and energy on these three elements.
CONTENT—ELEMENT #1
Task, goal, and focus of the business are its content—or what the strategic plans
and change projects are all about. This is the easiest element to see and understand.
However, below the surface of the water, an iceberg has 87 percent of its mass. So,
too, it is with action and change. It is what is not visible and out of balance of
missing that will kill successful change—namely, the processes and structures of
our interactions.
Content myopia (focusing on content alone) is the failure by leaders to focus on the
strategic planning processes and structures. This is naive since action and change
are dependent on them both.
PROCESSES—ELEMENT #2
Capabilities involved in our planning interactions are the “how to’s” of behavior
while working on our tasks/content above. For example, if bubble gum is the
content, chewing is the process by which we extract the juices that make it
enjoyable. In other words, chewing is the process and gum is the content. The
“process” is how we implement the strategic plan. This is demonstrated by the
rollercoaster of change later in this BOK.
This Rollercoaster is “natural, normal, and highly predictable”— and all the
fundamentals you need to know about the process of change.
STRUCTURES—ELEMENT #3
Infrastructures for thinking—planning—actions and change are the least understood
as they are the deepest part of the iceberg and are often taken for granted. We
rarely even acknowledge their existence despite the fact that the structures are the
context, vessels, or arrangements within which all process and content operate.
These are the biggest leverage place for actions and change to occur successfully.
©
THINK—PLAN—ACT
Planning for Change: The Rollercoaster

Strategic Planning is “planning for change” in an entire organization. Hence the
other construct needed here—the five levels that exist in any organization:
Level 1: Personal Creditability
Level 2: Interpersonal Relationships
Level 3: Functional Teams
Level 4: Cross-functional Teams
Level 5: Organization-wide
Since strategic planning is “planning for change” that takes action to be different
and better than the present state, the Think—Plan—Act process will unleash the
Rollercoaster of Change. Life is full of cycles and cycles of change and is the
reality of life for us all; not just planners and executives. If you understand the
Rollercoaster, then the actions and change are “natural, normal, and highly
predictable.” This allows the planner and executive to be proactive in successfully
executing their strategic plan.
Change is an individual, emotional, and psychological matter for each of us. The
bigger the organization, the more difficult it is apt to be to get everyone
to change and focus on the customer. Instead, the focus may be on oneself. Thus,
productivity, quality, and other results take a nose dive. Things will almost always
get worse before they get better is a fact!
The “Rollercoaster of Change” is a term coined a number of years ago for the
phenomenon that occurs and is written about in many fields and disciplines,
including mental health (Virginia Satir, William Bridges, Harry Levinson, Stephen
Haines, and Ken Blanchard).
This Rollercoaster is a simple way of understanding the dynamics of how to effect
successful strategic planning and its implementation (action and change). Cycles
of “stability—change—instability—new stability—and change all over again” are
normal and natural.
Basically, you must manage and lead yourself first, and only then, help others
through the stages of the Rollercoaster. Keep in mind, though, that everyone goes
through these stages at different rates, depths, and times.
©
THINK—PLAN—ACT
©
THINK—PLAN—ACT
APPENDIX
The ASP Certification Process Development
People Involved in the Certification Process
Recommended Bibliography
• Strategic Thinking
• Strategic Planning
• Strategic Action and Change
©
THINK—PLAN—ACT
THE ASP CERTIFICATION PROCESS DEVELOPMENT

When What Who
May 2008 1. Certification Project given approval to Board of Directors

proceed – the lead Board Member is Steve
Haines
June2008 2. Emails sent soliciting bios for membership Steve Haines
on Core and Extended Teams
June2008 3. Solicitation to organizations to self-fund the Steve Haines
Project at $2,500 each. The following are
the contributors:
August 2008 4. Administrative Support person hired Steve Haines/Executive
(Leanna Blackmon). Contract executed by Director
ASP
• Delta Community Credit Union
• Haines Centre for Strategic Management
• Sundt
• Washington Suburban Sanitary
Commission
• Training Magazine (Quid Pro Quo)
June2008 5. Formed the Core Team with senior planning Steve Haines
professionals who were willing to make the
time commitment (seven members)
June2008 6. Formed the Extended Team with senior Steve Haines
planning professionals who could not make
the time commitment to be on the Core
Team but were willing to provide input into
the process
August 2008 7. Administrative Support person hired Steve Haines/Executive
(Leanna Blackmon). Contract executed by Director
ASP
8.
August 2008 9. Established monthly bridge call schedule for Leanna Blackmon
Core Team for 2008-2009 (third Saturday of
every month) Note: There were two calls on
6/14/08 and 6/28/09, which established the
3rd Saturday. Officially, the schedule began
in 8/08.--LB
Aug. 16, 2008 10. First Monthly Bridge Call Leanna Blackmon
August-Sept 11. Core Team developed a developed a Project Leanna Blackmon
2008 Strategic Plan with feedback from the Board
©
THINK—PLAN—ACT
When What Who

of Directors and Extended Core Team
Members
Fall 2008 12. A CEU and credentialing study of four Terry Schmidt
alternatives for ASP was researched and
reviewed where it was decided to use CEUs
Sept 2008 13. Best Practices—A Certification Research Randy Rollinson
Report was shared and reviewed on this
concept to be sure this made sense and to
help with the Market Needs Survey below
Fall 2008 14. Market Needs—an extensive survey was Crystal Davis
conducted with ASP members regarding
their wants, desires, and benefits of planning
certification. The results included a
resounding “yes” to this need.
September 2008- 15. Best Practices Research for Phase I — Core Team/Extended
January 2009 detailed questions were formed. Then Team Members
interviews were conducted with over 20
firms and universities to ensure a best
practice Body of Knowledge for the 21st
Century.
October 2008- 16. Best Practices Research for Phase II -- Core Team/Extended
January 2009 The Certification Development Process itself Team Members
also had a set of questions developed. They
then conducted interviews and process
reviews with over 10 other excellent
associations such as PMI, SHRM, ASTD,
etc. so as not to reinvent the wheel.
First Draft: 17. Phase I—was set up to develop a best Steve Haines
practice Body of Knowledge in the Strategic
Feb 19, 2009
Planning Field (embodying ASP’s Think—
Plan—Act mantra). There have been six
major revisions of this document through
July 2009. This project has been supported
by extensive outreach and inclusiveness to
every one interested in this project, soliciting
their feedback, critiques, and
recommendations to improve this result;
both within ASP, and in the planning
profession in general, including the SLF in
Toronto. See list of participants attached to
the BOK
©
THINK—PLAN—ACT
When What Who
First Draft: 18. Phase II—was set up to develop an ongoing Richard Condit
certification process that would include these
Feb. 19, 2009
components below:
Phase II document has had eight major
revisions through July 2009.This project has
been supported by extensive outreach and
inclusiveness to every one interested in this
project, soliciting their feedback, critiques,
and recommendations to improve this result;
both within ASP, and in the planning
profession in general, including the SLF in
Toronto. See list of participants attached to
the BOK
DATE OF PHASE II HAS MANY SETS OF SEE LIST OF
FIRST DRAFT TASKS BULLETS BELOW
BELOW
June 2009 • Independent Body of Knowledge exams Steve Haines and Allan
with an ethics consideration Kalish
July 2009 • CEU consideration redone Terry Schmidt

June 2009 • Registered Educational Providers (REPs) Frank Mruk and
to provide the education—Draft 1 Richard Condit
developed. Now in its 3rd draft
July 2009 • Independent governance structure Terry Schmidt
August 2009 • How to take into account an applicant’s Gail Aller-Stead
life, jobs, experiences and education in
the application form.
Approx. 12/09 • Administrative support to run the day- To be determined
day certification program for ASP
August 2009 • An economic Pro Forma needs to be Tom Carter
developed—Draft 2 ready in August
February 2009 19. The Phase I and II documents were Steve Haines/CORE
distributed to all attendees of the 2009 TEAM
Annual ASP Conference as part of a town
hall lunch discussion with the entire
assembly.
20. Extensive reviews of Phase I and II were

conducted with the following local ASP
Chapters:
April 2009 • Chicago Chapter Officers (virtual) Steve Haines
©
THINK—PLAN—ACT
When What Who
April-May 2009 • San Diego Chapter Officers Steve Haines/Eric

Denniston
May 2009 • Washington, DC Chapter Officers and Steve Haines/Sara

Members Brann
August 2009 21. New Board of Directors extensive review Board of

with approval of each aspect of Phase I and Directors/Core Team
Phase II given to continue
Fall 2009 22. Finish all Certification Document/Policy Core Team
Fall 2009 23. Set up Certification on ASP Website Core Team
Fall 2009 24. Build Test examinations for Levels I and II 24 ASP Pioneers with
PTC of New York
Results—Credentialing at Two Levels of

Professionalism plus a Student Level
• Strategic Planning Professionals (SPP)—

Level I
• Strategic Management Professionals

(SMP)—Level II
• Strategic Planning Apprentice (SPA)
January 2010 International Affiliate Program kick-off for International Affiliate

global “organization” to link with ASP— Committee/Steve
including more members and certification Haines/ Allan Kalish
applicants
January 2010 Final Board Approval to kick off entire Core Team and Board
Certification Process and business plan with its of Directors
Table of Contents
February 2010 Pioneers Test Applications—begin Governance

submissions for SMP Team/Richard Condit
February 2010 REPs Test Applications—begin submissions for REP Team/ Frank
“Charter REPs” Mruk
February ASP Formally Kick off Certification Program Tim Trotter/ Steve
Conference Haines/Core Team
©
THINK—PLAN—ACT
Acknowledgment of Participation -
For
The ASP Certification Project: 2008-2009
The Association of Strategic Planning (ASP) would like to acknowledge its gratitude and “Thank
You” for the individuals, teams and organizations participating and supporting the development
of our ASP Certification Program, especially including the following:
I. Sponsors for the ASP National Standards and Certification Program

include:
Delta Community Credit Union
Sundt Corporation
Washington Suburban Sanitary Commission
Haines Centre for Strategic Management
Balanced Scorecard Institute/A Strategic Management Group Company
©
THINK—PLAN—ACT
II. 2009-2010 ASP Board
ASP President Tim Trotter - Wheaton, IL
Past President Dr. Stan Rosen – Westchester, CA
Vice-President Steve Haines – San Diego, CA
Treasurer Don Ricketts, Highlands Ranch, CO
Secretary Terrianne Reynolds – North Chicago, IL
Director-at-Large Dr. Mary Anne Brady – Alameda, CA
Director-at-Large Laurie Erickson – Orono, MN
Director-at-Large Pamela (Pam) Johnson – Tallahassee, FL
Director-at-Large V. Rory Jones – San Francisco, CA
Director-at-Large Alan Leeds – Fremont, CA
Director-at-Large Alex Urmersbach – Calabasas, CA
Director-at-Large Dan Marshall – Phoenix, AZ
Director-at-Large Paul Ratoff – Placentia, CA
Director-at-Large Carola Venot De-Suarez – Tempe, AZ
Director-at-Large Dr. Tina White Potter – Plano, TX
Executive Director Janice Laureen – Los Angeles, CA
III. 2008-2009 ASP Board

President Dr. Stanley G. Rosen – Westchester, CA
Past President James A. McComb – Pasadena, CA
Vice President Matt Kinnich – Northfield, IL
Treasurer William Braun – Los Angeles, CA
Secretary Terrianne Reynolds – North Chicago, IL
Director Dr. Mary Anne Brady – Alameda, CA
Director Laurie Erickson – Orono, MN
Director Gwendolyn Esco Davis – Detroit, MI
Director Stephen Haines – San Diego, CA
Director Pamela (Pam) Johnson – Tallahassee, FL
Director V. Rory Jones – San Francisco, CA
Director Alan Leeds – Fremont, CA
Director Paul Ratoff – Placentia, CA
Director Joyce Reynolds-Sinclair, Ph.D. – Palo Alto, CA
Director Ian Somerville – Burbank, CA
Executive Director Janice Laureen – Los Angeles, CA
©
THINK—PLAN—ACT
ASP Members who served on The ASP Task Force
IV. Core Team Members V. Extended Team Members
Steve Haines - San Diego, CA Diane Alario – New York, NY

Richard Condit - Tempe, AZ Dr. George Arras - Toronto
Gail Aller-Stead - Toronto Dr. Mary Anne Brady - San Francisco, CA
Sara Brann - Vienna, VA Bill Braun - Los Angeles, CA
Crystal Davis - Fairmont, WV Portia Davidson - Washington, DC
Jim McComb - Pasadena, CA Kris Downing - Greensboro, NC
Frank Mruk - New York, NY Charles Everett - Washington DC
Terry Schmidt - Seattle, WA Karen Hammond - Washington, DC
Tom Carter - Toronto Ken Hein - Phoenix, AZ
Howard Rohm - Cary, NC Marcus Jennings - Laurel, MD
Alan Kalish- West Palm Beach, FL
Leanna Blackmon - Seattle, WA Allan Levis - Seattle, WA
Core Team Support Jim McClain - Orange County, CA
Jason Osterhage - Atlanta, GA
Staff support of the Haines Centre for Howard Rasheed - Wilmington, NC
Strategic Management has been Terrianne Reynolds - Chicago, IL
instrumental as well
Tanaia Parker - Washington DC
Jayne Haines
Randy Rollinson - Chicago, IL
Jenna Murobayshi
Anika Savage - Newburyport, MA
Joyce Evans
Iain Somerville - Los Angeles, CA
Ashley Schwarz
Michele Studer - Dallas, TX
Daren Tolz – NY, NY
Jim Wilson - Claremont, CA
©
THINK—PLAN—ACT
VI. OTHER ASP AND PLANNING PROFESSIONALS INVOLVED
Stan Abraham
David Crain
Fred David
Gwendolyn Esco-Davis
Drumm McNaughton—IMC President
Susan Obermeier
Jason Osterage
Micki Rops
VII. Attendees at the ASP 2009 Annual Conference, San Diego, CA
VIII. COMPANIES, ASSOCIATIONS AND EDUCATIONAL INSTITUTIONS

INTERVIEWED for the planning body of knowledge and best practices in certifications
include:
Academy of Competitive Intelligence

American Management Association– Strategic Alliance Management Certification
Assoc of Professionals in Business Mgt
Balanced Scorecard Institute/A Strategic Management Group Company
Cornell University - Certification in Strategic Management
Design Build Institute of America (DBIA) Designation
Haines Centre for Strategic Management Gold Mastery
IMC/CMC
INSEAD Blue Ocean Strategy Institute
MIT Sloan Executive Certification—Strategy & Innovation
Northwestern University - Kellogg School of Management
Project Management Institute (PMI)
Professional Pricing Society.com
Stanford University – Strategic Planning Certificates
Strategic HR Mgt (SHRM) Association
UCLA Technical Management Program
University of Calgary – Strategic Management Certification
University of Michigan
University of San Francisco – MSPMGT Program
University of Virginia/Darden School of Business
US Green Bldg Council/LEED
IX: ASP Chapters

Council of Presidents Chicago Chapter
San Diego Chapter Denver Chapter
District of Columbia Chapter Phoenix Chapter
Atlanta Chapter Los Angeles Chapter
New York Chapter
©
THINK—PLAN—ACT
BIBLIOGRAPHY
STRATEGIC THINKING
Ackoff, R. (1974). Redesigning the Future: A Systems Approach to Societal Problems. NY: John
Wiley & Sons, Inc.
Ackoff, R. (1999). Ackoff’s Best: His Classical Writings on Management. Chichester, England: John
Wiley & Sons, Inc.
Alban, B. & Bunker, B. (1997). Large Group Interventions: Engaging the Whole System for Rapid
Change. San Francisco, CA: Jossey-Bass.
Baldwin, J. (1996). Bucky Works: Buckminster Fuller’s Ideas for Today. NY: John Wiley & Sons.
Banathy, B. A. (1991). Systems Design of Education: A Journey to Create the Future.
Englewood Cliffs, NJ: Educational Technology Publications, Inc.
Bateson, G. (2002). Mind and Nature: A Necessary Unity. NJ: Hampton Press.
Beatty, J. (1998). The World According to Peter Drucker. NY: The Free Press.
Boardman, J. T. & Sauser, B. J. (2008). Systems Thinking: Coping with 21st Century Problems. Boca
Raton, FL: CRC Press.
Boulding, K. E. (1964). The Meaning of the 20th Century. NY: Prentice-Hall.
Brinkerhoff, R. O. & Gill, S. J. (1994). The Learning Alliance: Systems Thinking in Human Resource
Development. San Francisco, CA: Jossey-Bass Publishers.
Brown, L. R. (2001). Eco-Economy: Building an Economy for the Earth. NY: W. W. Norton &
Company, Inc.
Capra, F. (2002). The Hidden Connections: A Science for Sustainable Living. NY: Anchor Books.
Checkland, P. (1999). Systems Thinking, Systems Practice: A 30-Year Retrospective. NY: John
Wiley and Sons.
Checkland, P., Poulter, J. (2006). Learning For Action: A Short Definitive Account of Soft Systems
Methodology, and its use Practitioners, Teachers and Students . NY: John Wiley and Sons.
Churchman, C. W. (1971). The Design of Inquiring Systems: Basic Concepts of Systems and
Organizations. NY: Basic Books.
Churchman, C. W. (1979). The Systems Approach and Its Enemies. NY: Basic Books.
Covey, S. (1989). The 7 Habits of Highly Effective People. NY: Simon & Schuster.
Covington, W. G., Jr. (1998). Creativity and General Systems Theory. Parkland, FL: Universal
Publishers.
Cummings, T. G. (1980). Systems Theory for Organization Development. NY: John Wiley & Sons.
Daellenbach, H. & McNickle, D. (2004). Management Science: Decision-Making Through Systems
Thinking. NY: Palgrave MacMillan.
©
THINK—PLAN—ACT
Dannemiller, K. and Associates. (2000). Whole-Scale Change. San Francisco: Berrett-Koehler
Publishers, Inc.
Davidson, M. (1983). Uncommon Sense, the Life and Times of Ludwig Von Bertalanffy. Los
Angeles, CA: J. P. Tarcher, Inc.
DeBono, E. (1999). Simplicity. London, England: Penguin Books
DeGeus, A. (1997). The Living Company. Cambridge, MA: Harvard Business School Press.
Dettmer, H. W. (2003). Strategic Navigation: A Systems Approach to Business Strategy.

Milwaukee, WI: ASQC Quality Press.
Diamond, J. M. (1999). Guns, Germs, and Steel: The Fates of Human Societies. NY: W. W. Norton &
Company, Inc.
Drucker, P. (1999). Management Challenges for the 21st Century. NY: HarperCollins Publishers.
Drucker, P. (2001). The Essential Drucker: The Best of Sixty Years of Peter Drucker’s Essential
Writings on Management . NY: HarperCollins Publishers.
Drucker, P. (2007). The Effective Executive . MA: Elsevier Ltd.
Dryden, G. & Vos, J. (1999). The Learning Revolution: To Change the Way the World Learns.
Torrance, CA: The Learning Web.
Emery, F. E. [Ed.]. (1969). Systems Thinking: Selected Readings, Vols. 1 and 2. NY: Penguin Books.
Feldman, D. A. (2002). Critical Thinking. Boston, MA: Course Technology

Flood R. L. & Jackson, M. C. (1996). Critical Systems Thinking: Directed Readings. NY: John Wiley
and Sons.
Forrester, J. W. (1971). Principles of Systems. Norwalk, CT: Productivity Press.
Frankel, V. (1959). Man’s Search for Meaning. Boston, MA: Beacon Press.
Galbraith, J. R. (1993). Organizing for the Future: The New Logic for Managing Complex
Organizations. San Francisco, CA: Jossey-Bass Publishers.
Gamble, John E., Strickland, A.J. III, Thompson, Arthur A. Arthur A. (2009). Crafting and Executing
Strategy. 17th edition. McGraw-Hill/Irwin.
Gell-Mann, M. (1995). The Quark and the Jaguar. NY: W. H. Freeman.
George, C. (1968). The History of Management Thought. Englewood Cliffs, NJ: Prentice Hall.
Georgiou, I. (2007). Thinking Through Systems Thinking. London, England: Taylor and Francis.
Gharajedaghi, J. (2005). Systems Thinking: Managing Chaos and Complexity - A Platform for
Designing Business Architecture. Woburn, MA: Butterworth-Heinemann.
Haines, S. G. (1998). The Managers Pocket Guide to Systems Thinking and Learning.
Amherst, MA: HRD Press
©
THINK—PLAN—ACT
Haines, S. G. (2000). The Complete Guide to Systems Thinking and Learning. Amherst, MA: HRD
Press.
Haines, S. G., Gail Aller-Stead, James McKinlay, (2005), Enterprise-Wide Change. NY: John Wiley
and Sons
Haines, S.G., Valerie MacLeod, Terry Schmidt, (2006). Destination Thinking. . San Diego, CA:
Systems Thinking Press.
Haines, S.G., Editor (2006). Strategic Thinking for Leaders. . San Diego, CA: Systems Thinking
Press.
Haines, S.G., (2006), The ABCs of Strategic Life Planning. San Diego, CA: Systems Thinking Press.
Haines, S. G. (2006). Strategic Thinking Handbook #1: The Top 10 Everyday Tools for Daily
Problem-Solving. San Diego, CA: Systems Thinking Press.
Haines, S. G. (2007). Strategic and Systems Thinking: The Winning Formula. San Diego, CA: Systems
Thinking Press.
Haines, S. G. (2007). Strategic Thinking Handbook #2: The Simplicity of Systems Thinking. San
Diego, CA: Systems Thinking Press.
Haines, S.G., Editor (2009). Haines Strategic Library. . San Diego, CA: Systems Thinking Press.
Hamel, G. (2000). Leading the Revolution: How to Thrive in Turbulent Times by Making Innovation
a Way of Life. Boston, MA: Harvard Business School Press.
Hammond, Debora. (2003). The Science of Synthesis: Exploring the Social Implications of General
Systems Theory. University Press, Boulder Colorado
Handy, C. (1994). The Age of Paradox. Cambridge, MA: Harvard Business School Press.
Hanna, David P. (2001). Leadership for the Ages. Executive Excellence Publishing, Provo, Utah
Hanson, B. G. (1995). General Systems Theory Beginning with Wholes: An Introduction to General
Systems Theory. Washington, DC: Taylor and Francis.
Hock, D. (1999). Birth of the Chaordic Age. San Francisco, CA: Berrett-Koehler Publishers, Inc.
Hunger, J. David, Wheelen, Thomas L. (2009). Strategic Management and Business Policy. 11th
edition. Pearson/Prentice-Hall.
iThink. (2001). An Introduction to Systems Thinking. Lebanon, NH: High Performance Systems, Inc.
Jackson, M. C. (1991). Systems Methodology for the Management Sciences (Contemporary Systems
Thinking). NY: Plenum Publishers.
Jackson, M. C. (2003). Systems Thinking: Creative Holism for Managers. Hoboken, NJ: Wiley.
Jantsch, E. (1980). The Self-Organizing Universe. Oxford: Pergamon Press.
Jaques, E. (1989). Requisite Organization: The CEO’s Guide to Creative Structure and Leadership.
Alexandria, VA: Cason Hall & Co. Publishers.
©
THINK—PLAN—ACT
Jensen, W. D. (2000). Simplicity: The New Competitive Advantage in a World of More, Better,
Faster. NY: Perseus.
Johnson, R. A., Kast, F. E., & Rosenzweig, J. E. (1963). The Theory and Management of Systems.
NY: McGraw-Hill.
Kauffman, S. (1995). At Home in the Universe. NY: Oxford University Press.
Klir, G. (1969). An Approach to General Systems Theory. NY: Van Nostrand.
Klir, G. [Ed.]. (1972). Trends in General Systems Theory. NY: Wiley-Interscience.
Kuhn, T. (1970). The Structure of Scientific Revolutions (2nd ed.). Chicago, IL: University of
Chicago Press.
Laszlo, E. (1972). Introduction to Systems Philosophy. NY: Gordon & Breach.
Laszlo, E. (1972). The Advance of General Systems Theory. NY: George Braziller, Inc.
Laszlo, E. (1996). The Systems View of the World. NJ: Hampton Press.
Meadows, D. & Booth Sweeney, L. (2001). The Systems Thinking Playbook. Durham, NH: the
Institute for Policy and Social Science (University of New Hampshire).
Mesarovic, M. [Ed.] (1967). Views on General Systems Theory. NY: John Wiley & Sons, Inc.
Midgley, G. (2000). Systemic Intervention - Philosophy, Methodology and Practice (Contemporary
Systems Thinking). NY: Kluwer Academic/Plenum Publishers.
Midgley, G. (2002). Systems Thinking - Four Volume Set. United Kingdom: Sage Publications.
Midgley, G. & Ochoa-Arias, A. (2004). Community Operational Research: OR and Systems Thinking
for Community Development. NY: Kluwer Academic/Plenum Publishing.
Miller, E. J. & Rice, A. K. (1967). Systems of Organization. London: Tavistock Publications.
Miller, J. G., (1995). Living Systems. CO: University Press of Colorado
Mingers, J. (2006). Realising Systems Thinking: Knowledge and Action in Management Science.
NY: Springer Science and Business Media, Inc.
Norbert, W. (1998). The Human Use of Humans: Cybernetics and Society. NY: Da Capo Press.
O’Connor, J, & McDermott I. (1997). The Art of Systems Thinking: Essential Skills for Creativity
and Problem Solving. Hammersmith, London: Thorsons.
Olson, E. E. & Eoyang, G. H. (2001). Facilitating Organization Change: Lessons from Complexity
Science. San Francisco, CA: Jossey-Bass Publishers.
Oshry, B. (1999) Leading Systems; Lessons from the Power Lab. San Francisco, Berrett-Koehler
Publishers.
Prigogine, I. & Stengers, I. (1984). Order Out of Chaos. NY: Bantam Books.
©
THINK—PLAN—ACT
Rollinson, R. & Young, E. (2009). Strategy in the 21st Century: A Practical Strategic Management
Process. Chicago, IL: Looking Glass Publishing.
Sanders, T. I. (1998). Strategic Thinking and the New Science: Planning in the Midst of Chaos,
Complexity, and Change. NY: Free Press.
Seddon, J. (2003). Freedom from Command & Control: A better way to make the work work.
Buckingham, UK: Vanguard Education.
Senge, P. M. (1990). The Fifth Discipline: The Art and Practice of the Learning Organization. NY:
Doubleday/Currency.
Senge, P. M., Roberts, C., Ross, R. B., Smith, B. J. & Kleiner, A. (1994). The Fifth Discipline Field
Book - Strategies and Tools for Building a Learning Organization. NY: Doubleday/Currency.
Senge, P. M., Cambron-McCabe, N., Lucas, T., Smith, B., Dutton, J., Kleiner, A. (2000). A Fifth
Discipline Resource: Schools that Learn. NY: Doubleday/Currency.
Sherwood, D. (2002). See the Forest for the Trees: A Manager’s Guide to Applying Systems
Thinking. Yarmouth, ME: Nicholas Brealey Publishing.
Snyder, R. (1980). Buckminster Fuller: An Autobiographical Monologue/Scenario. NY: St. Martin’s
Press.
Stacey, R., Griffin, D., & Shaw, P. (2000). Complexity and Management: Fad or Radical Challenge
to Systems Thinking. London, UK: Routledge.
Sterman, J. D. (2000). Business Dynamics: Systems Thinking and Modeling for a Complex World.
NY: McGraw-Hill Higher Education.
Trist, E. & Emery, F. (1973). Toward a Social Ecology. London and NY: Plenum.
Vickers, G. [Ed.]. (1972). A Classification of Systems. Washington, DC: Yearbook of the Society for
General Systems Research/Academy of Management Research.
Volk, T. (1995). Metapatterns. NY: Columbia University Press.
Von Bertalanffy, L. (1967). Robots. Men and Minds: Psychology in the Modem World. NY: George
Braziller, Inc.
Von Bertalanffy, L. (1998). [Revised Edition]. General Systems Theory: Foundations, Development,
Applications. NY: George Braziller, Inc.
Waldrop, M. M. (1992). Complexity: The Emerging Science at the Edge of Order and Chaos. NY:
Touchstone.
Weinberg, G. (2001). An Introduction to General Systems Thinking (Silver Anniversary Edition).

NY: Dorset House Publishing, Company, Inc.
Wheatley, M. J. & Kellner-Rogers, M. (1996). A Simpler Way. San Francisco, CA: Berrett-Koehler
Publishers, Inc.
Wilson, E. O.(2002). The Future of Life. NY: Alfred A. Knopf.
©
THINK—PLAN—ACT
BOOK BIBLIOGRAPHY
STRATEGIC PLANNING
Abraham, C. Stanley. (2006). Strategic Planning: A Practical Guide for Competitive Success, with CD-
ROM. Thomson South-Western.
Ackoff, R. (1974). Redesigning The Future. NY: John Wiley & Sons, Inc.
Ackoff, R. (1981). Creating the Corporate Future. NY: John Wiley and Sons, Inc.
Ackoff, R. (1987). Art of Problem Solving: Accompanied by Ackoff’s Fables. NY: John Wiley &
Sons.
Ackoff, R. (1991). Ackoff’s Fables: Irreverent Reflections on Business and Bureaucracy. NY: John
Wiley & Sons, Inc.
Ackoff, R. (2007). Management F-Laws. Axminster, UK: Triarchy Press.
Ansoff, I. (1988). New Corporate Strategy. NY: John Wiley & Sons, Inc.
Anthony, D. Scott, Christensen, M. Clayton, Roth A. Erik. (2004). Seeing What’s Next: Using
Theories of Innovation to Predict Industry Change, Harvard Business School.
Bardwick, J. (1998). In Praise of Good Business: How Optimizing Risk Rewards Both Your Bottom
Line and Your People. NY: John Wiley & Sons, Inc.
Barry, B. W. (1997). Strategic Planning Workbook for Nonprofit Organizations. St. Paul, MN:
Amherst H. Wilder Foundation.
Bradford, R. W. & Duncan, J. P. (2000). Simplified Strategic Planning: A No-Nonsense Guide for
Busy People Who Want Results Fast! Worcester, MA: Chandler House Press.
Branch, M. (1998). Comprehensive Planning for the 21st Century: General Theory and Principles. NY:
Praeger Publications.
Bryson, J. (1996). Creating and Implementing Your Strategic Plan: A Workbook for Public and
Nonprofit Organizations. San Francisco, CA: Jossey Bass Publishers.
Bryson, J. (1995). Strategic Planning for Public and Nonprofit Organizations. A Guide to
Strengthening and Sustaining Organizational Achievement. (Rev. Ed.). San Francisco, CA:
Jossey Bass Publishers.
Carver, J. (1990). Boards That Make a Difference. San Francisco, CA: Jossey-Bass Publishers.
Chandler, A., Jr. (1962). Strategy and Structure: Chapters in the History of the American Industrial
Enterprise. Cambridge, MA: The MIT Press.
Clarke, C. J. (1993). Shareholder Value: Key to Corporate Development. Oxford: Elsevier Science.
Collins, J. C. & Porras, J. I. (1997). Built to Last: Successful Habits of Visionary Companies. NY:
Harper Collins Publishers, Inc.
©
THINK—PLAN—ACT
Collins, Jim. (2001). Good to Great: Why Some Companies Make the Leap...and Others Don’t. NY:
Harper Collins Publishers, Inc.
Corbitt, C. Andrew (Ed). (2004). Strategy—Wiley Fast Company Reader Series. NY: John Wiley &
Sons.
Crosby, P. (1988). The Eternally Successful Organization. NY: McGraw-Hill Book Company.
Davidson, M. (1983). Uncommon Sense. Los Angeles, CA: J.A. Tarcher, Inc.
de Bono, E. (1998). Simplicity. NY: Penguin Books.
de Kluyver, A. Cornelis. (2000). Strategic Thinking: An Executive Perspective. Upper Saddle River,
NJ: Prentice Hall.
de Kluyver, A. Cornelis and Pierce II, A. John. (2006). Strategy—A View from the Top: An Executive
Perspective. (2nd Edition). Upper Saddle River, NJ: Pearson Prentice-Hall.
Doz, Y. and Kosonen, M. (2008). Fast Strategy: How Strategic Agility Will Help You Stay Ahead Of
The Game. Dorchester: Dorest Press.
Dranove, David and Marciano, Sonia. (2005). Kellogg on Strategy: Concepts, Tools, and Frameworks
for Practitioners. NY: John Wiley & Sons.
Drucker, P. (1954). The Practice of Management. NY: Harper & Row Publishers.
Drucker, P. (1973). Management: Tasks, Responsibilities, Practices. NY: Harper & Row Publishers.
Drucker, F. Peter with Collins, Jim et al. (2008). The Five Most Important Questions Your
Organization Will Ever Ask”. Jossey-Bass/Wiley.
Dyson, G. Robert and O’Brien, A. Frances. (2007). Supporting Strategy: Frameworks, Methods, and
Models. NY: John Wiley & Sons.
Ellis, J. H. (2005). Ahead Of The Curve: A Commonsense Guide to Forecasting Business and Market
Cycles. MA: Harvard Business School Press.
Fahey, Liam. (1999). Outwitting, Outmaneuvering, and Outperforming Competitors. NY: John Wiley
& Sons.
Finnie, C. William. (2000). Hands-On Strategy: The Guide to Crafting Your Company’s Future. St.
Louis, MO: Grace & Company.
Fogg, C. D. (1999). Implementing Your Strategic Plan: How to Turn “Intent” into Effective Action for
Sustainable Change. NY: AMACOM.
Freedman, N. J. (1991). Strategic Management in Major Multinational Companies. Oxford: Elsevier

Science.
Garten, J. E. (1997). The Big Ten. The Big Emerging Markets and How They Will Change Our Lives.
NY: Basic Books.
©
THINK—PLAN—ACT
Gates, B. (1999). Business at the Speed of Thought: Using a Digital Nervous System. Warner Books.
George, C. (1968). The History of Management Thought. Englewood Cliffs, NJ: Prentice Hall.
Grant, M. Robert. (2008). Contemporary Strategy Analysis. Sixth Edition. Blackwell Publishing.
Haines, S. G. (2007). Strategic Planning Simplified. San Diego, CA: Systems Thinking Press.
Haines, S. G. (1998). The Manager’s Pocket Guide to Systems Thinking and Learning. Amherst, MA:
HRD Press.
Thinking Press.
Haines, S. G. (2007). Reinventing Strategic Planning: The Systems Thinking Approach. Amherst, MA:
HRD Press.
Haines, S. G., Aller-Stead, Gail, McKinlay, James. (2005). Enterprise-Wide Change: Superior Results
Through Systems Thinking. NY: John Wiley and Sons.
Haines, S. G., MacLeod, Valerie, Schmidt, Terry. (2007). Destination Thinking: A Business Planning
Guide. San Diego, CA: Systems Thinking Press.
Hope, T. & Hope, J. (1998). Competing in the Third Wave. Boston, MA: Harvard Business School
Press.
Hussey, D. E. (1994). Strategic Management: Theory and Practice (3rd ed.). Oxford: Elsevier Science.
Jantsch, E. (1980). The Self-Organizing Universe. Oxford: Elsevier Science.
Jones, G. (1999). Free Market Fusion: How Entrepreneurs and Nonprofits Create 21st Century
Success. Englewood, CO: Jones Digital Century, Inc.
Kaplan, R. S. & Norton, D. P. (1996). The Balanced Scorecard. Boston, Massachusetts: Harvard
Business School Press.
Kaplan, S. Robert and Norton, P. David. (2001). The Strategy Focused Organization, or How Balanced
Scorecard Companies Thrive in the New Business Environment. Harvard Business School Press.
Kaplan, S. Robert and Norton, P. David. (2004). Strategy Maps, Converting Intangible Assets into
Tangible Outcomes. Harvard Business School Press.
Klir, G. (1969). An Approach to General Systems Theory. NY: Van Nostrand.
Klir, G. (Ed.). (1972). Trends in General Systems Theory. NY: Wiley-Interscience.
Kim, W. Chan and Mauborgne, R. (2005). Blue Ocean Strategy: How to Create Uncontested Market
Space and Make the Competition Irrelevant. Boston, Massachusetts: Harvard Business Press.
Kim, W. Chan, & Mauborgne, Renee. (2005). Blue Ocean Strategy. Boston, MA : Harvard Business
School Publishing Corporation.
©
THINK—PLAN—ACT
Kuhn, T. (1970). The Structure of Scientific Revolutions (2nd ed.). Chicago, IL: University of Chicago
Press.
Lele, M. Milind. (2005). Monopoly Rules: How to Find, Capture, and Control the Most Lucrative
Markets in Any Business. Crown Business.
Lipton, M. (2003). Guiding Growth: How Vision Keeps Companies on Course. MA: Harvard Business
School Press.
Mann, J. (1998). Tomorrow’s Global Community. Philadelphia, PA: Bainbridge Books (Transatlantic
Books).
Mason, R. & Mitroff, I. (1981). Challenging Strategic Planning Assumptions Theory, Cases, and
Techniques. N Y: John Wiley & Sons.
McNamee, P. (1990). Developing Strategies for Competitive Advantage. Oxford: Elsevier Science.
Mesarovic, M. (Ed.). (1967). Views on General Systems Theory. NY: John Wiley & Sons, Inc.
Meyer. (1993). Fast Cycle Time: How to Align Purpose, Strategy, and Structure for Speed. NY: The
Free Press.
Migliore, H., Ph.D. (1988). The Use of Strategic Planning for Churches and Ministries. Tulsa, OK:
Harrison House.
Mintzberg, H. (1973). The Nature of Managerial Work. Englewood Cliffs, NJ: Prentice Hall.
Mintzberg, H. (1994). The Rise and Fall of Strategic Planning. NY: The Free Press.
Mintzberg, H. Ahlstrand, B. & Lampel, J. (1998). Strategy Safari: A Guided Tour Through the Wilds
of Strategic Management. NY: The Free Press.
Mintzberg, H. Ahlstrand, B. & Lampel, J. (2005). Strategy Bites Back. NJ: Pearson Prentice Hall.
Mitroff, I. (1983). Stakeholders of the Organizational Mind. San Francisco, CA: Jossey-Bass
Publishers.
Naisbitt, J., Naisbitt, N, & Philips, D. (1999) High Tech – High Touch: Technology and Our Search for
Meaning. NY: Broadway Books.
Nolan, T. M., Goodstein, L. D., & Pfeiffer, J. W. (1992). Applied Strategic Planning: The Consultant’s
Kit. San Diego, CA: Pfeiffer & Company.
Nutt, P. C. & Backoff, R. W. (1992). Strategic Management of Public and Third Sector Organizations.
San Francisco, CA: Jossey-Bass Publlishers.
Ohmae, Kenichi. (1991). The Mind of the Strategist: The Art of Japanese Management. McGraw-Hill.
O’Toole, J. (1985). Vanguard Managment: Redesigning the Corporate Future. NY: Doubleday.
Osborne, D. & Plastrik, P. (1997). Banishing Bureaucracy: The Five Strategies for Reinventing
Government. Boulder, CO: Perseus Publishing.
©
THINK—PLAN—ACT
Osborne, D., & Gaebler, T. (1992). Reinventing Government: How the Entrepreneurial Spirit is
Transforming the Public Sector. Reading, MA: Addison-Wesley.
Oster, M. Sharon. (2002). Modern Competitive Analysis. (3rd edition). Oxford University Press.
Porter, M. (1980). Competitive Strategy. NY: The Free Press.
Porter, M. (1985). Competitive Advantage: Creating and Sustaining Superior Performance. NY: The
Free Press.
Porter, M. (1990). The Competitive Advantage of Nations. NY: The Free Press.
Prahalad, C. K. and Ramaswamy, Venkat. (2004). The Future of Competition: Co-Creating Unique
Value with Customers. Cambridge, MA: HBS Press.
Rappaport, A. (1986). Creating Shareholder Value The New Standard for Business Performance. NY:
The Free Press.
Raynor, E. Michael. (2007). The Strategy Paradox: Why Committing to Success Leads to Failure (and
What to Do about It). NY: Currency Doubleday.
Rice, Bob. (2008). Three Moves Ahead: What Chess Can Teach You About Business. NYC: Jossey
Bass.
Ries, A. & Trout, J. (2001). Positioning: The Battle for Your Mind (20th Anniversary Edition). NY:
McGraw-Hill Bboks.
Ringland, G. (1998). Scenario Planning: Managing for the Future. NY: John Wiley & Sons, Ltd.
Rolnicki, K.. (1998). Managing Channels of Distribution: The Marketing Executives Complete Guide.
NY: AMACON.
Ross, J., & Kami, M. (1973). Corporate Management in Crisis: Why the Mighty Fall. Englewood
Cliffs, NJ: Prentice-Hall.
Russell, A. Leland and Warden III, A. John. (2001). Winning in Fast Time. GeoGroup Press.
Schmidt, Terry. (2009). Strategic Project Management Made Simple: Practical Tools for Leaders and
Teams. NYC: John Wiley & Sons.
Schwartz, P. (1991). The Art Of The Long View: Paths to Strategic Insight for Yourself and Your
Company. New York: Doubleday.
Shaker, S., Gembicki, M. (1999). The WarRoom Guide to Competitive Intelligence. NY: McGraw-
Hill.
Slee, R. (2006). Midas Managers: How Every Business They Touch Turns to Gold. NC: Robert T.
Slee.
Stalk, G. Lachenauer, R. (2004). Hardball: Are You Playing To Play or Playing To Win? MA:
Harvard Business School Press.
©
THINK—PLAN—ACT
Steiner, G. (1979). Strategic Planning: What Every Manager Must Know. NY: The Free Press.
Unterman, I., & Davis, R. (1984). Strategic Management of NOT-FOR-PROFIT ORGANIZATIONS

From Survival to Success. NY: Praeger Publishers.
Vaghefi, M. & Huellmantel, A. (1998). Strategic Management for the XXIst Century. Del Ray Beach,
FL: St. Lucie Press Publishers.
Vickers, G. (1970). “A Classification of Systems”: Yearbook of the Society for General Systems
Research. Washington, DC.
Von Bertalanffy, L. (1968). General Systems Theory. NY: Braziller.
Watson, G. H. (1993). Strategic Benchmarking: How to Rate Your Company’s Performance Against
the World’s Best. NY: John Wiley & Sons, Inc.
Welch, J. F., Jr. & Byrne, J. A. (2001). Jack: Straight from the Gut. NY: Warner Business Books.
Wells, Stuart. (1998). Choosing the Future: The Power of Strategic Thinking. Butterworth-Heinemann.
Weil, D. (1994). Turning the Tide: Strategic Planning for Labor Unions. NY: Lexington Books.
Wilson, Ian. (2003). The Subtle Art of Strategy: Organizational Planning in Uncertain Times. CT:
Praeger Publishers.
Witherow, F., Long, H., & Marx, G. (1998) Preparing Schools and School Systems for the 21st
Century. American Association of School Administrators.
Wittmann, G. Robert and Reuter, P. Matthias. (2004). Strategic Planning: How to Deliver Maximum
Value through Effective Business Strategy. Kogan Page.
©
THINK—PLAN—ACT
ARTICLE BIBLIOGRAPHY
STRATEGIC PLANNING
Collis, Daniel J., and Michael G. Rukstad. “Can You Say What Your Strategy Is?” Harvard Business
Review, April 2008, pp. 82-90.
Drucker, Peter F. “Managing in a Time of Great Change.” Plume, 1998.
Goold, Michael, Andrew Campbell, and Marcus Alexander. “Corporate-Level Strategy: Creating
Value in the Multibusiness Company.” John Wiley & Sons, 1994.
Gottfredson, Mark, and Steve Schaubert. “Breakthrough Imperative: How the Best Managers Get
Outstanding Results.” Collins Business, 2008.
Haines, Stephen G. “How to Avoid the Top Strategic Management Failures.” Systems Thinking Press,
2009.
Haines, Stephen G. “ABCs of Strategic Management.” Systems Thinking Press, 2009.
Haines, Stephen G. “Becoming a Strategic Thinker on a Daily Basis.” Systems Thinking Press, 2009.
Haines, Stephen G. “Leading Strategic Change.” Systems Thinking Press, 2009.
Haines, Stephen G. “Reinventing Strategic Planning.” Systems Thinking Press, 2009.
Haines, Stephen G. “Rollercoaster of Change.” Systems Thinking Press, 2009.
Haines, Stephen G. “Systems Thinking: The Winning Formula.” Systems Thinking Press, 2009.
Hamel, Gary, and C.K. Prahalad. “Competing for the Future.” Harvard Business School Press, 1994.
Hrebiniak, G. Lawrence. “Making Strategy Work: Leading Effective Execution and Change.”
Wharton School Publishing, 2005.
Mankins, C. Michael. “Stop Wasting Valuable Time.” Harvard Business Review, September 2004, pp.
58-65.
Mintzberg, Henry. “The Rise and Fall of Strategic Planning: Reconceiving Roles for Planning, Plans,
Planners.” Free Press, 1994.
Mintzberg, Henry, Joseph Lampel, and Bruce Ahlstrand. “Strategy Safari: A Guided Tour Through
The Wilds of Strategic Management.” Free Press, 1998.
Porter, E. Michael. “Competitive Strategy: Techniques for Analyzing Industries and Competitors.”
Free Press, 1980.
Porter, E. Michael. “What Is Strategy?” Harvard Business Review, November/December 1996, pp.
61-78.
©
THINK—PLAN—ACT
BOOK BIBLIOGRAPHY
STRATEGIC ACTION AND CHANGE
Anderson, D. & Ackerman Anderson, L. (2001). Beyond Change Management: Advanced Strategies
for Today’s Transformational Leaders. San Francisco, CA: Jossey-Bass Publishers.
Ashkenas, R.; Ulrich, D.; Jick, T.; & Kerr, S. (1995). The Boundaryless Organization. San Francisco,
CA: Jossey-Bass Publishers.
Barlow, Alan. (1999). Value Cards: Creating a Culture for Team Effectiveness. San Francisco, CA:
Pfeiffer & Company.
Beckhard, R., & Harris, R. (1977) and (1987 New Edition). Organization Transitions: Managing
Complex Change. Reading, MA: Addison-Wesley Publishing Company.
Beckhard, R., & Pritchard, W. (1992). Changing The EssenceThe Art of Creating and Leading
Fundamental Change in Organizations. San Francisco, CA: Jossey-Bass Publishers.
Bell, C. R., & Zemke, R. (1992). Managing Knock Your Socks Off Service. NY: AMACOM.
Bellman, G. M. (1990). The Consultant’s Calling: Bringing Who You Are to What You Do. San
Francisco, CA: Jossey-Bass Publishers.
Bennis, W. (1994). An Invented Life, Reflections on Leadership and Change.
Block, P. (1981). Flawless Consulting: A Guide to Getting Your Expertise Used. San Diego, CA:
University Associates.
Block, P. (1987). The Empowered Manager, Positive Political Skills at Work. San Francisco, CA:
Jossey-Bass Publishers.
Block, P. (1992). Stewardship: Choosing Service Over Self-Interest. San Francisco, CA: Berrett-
Kohler
Bridges, W. (1991). Managing Transitions: Making the Most of Change. Reading, MA: Addison
Wesley Publishing Company.
Byrd, J. & Brown, P. L. (2002). The Innovation Equation: Building Creatibity and Risk-Taking in
Your Organization. San Francisco, CA: Jossey-Bass Publishers.
Capodagli, B. & Jackson, L. (2001). The Disney Way Fieldbook: How to Implement Walt Disney’s
Vision of “Dream, Believe, Dare, Do” in Your Own Company. NY: McGraw-Hill.
Carter, L., Giber, D. & Goldsmith, M. [Editors]. (2001). Best Practices in Organization Development
and Change. San Francisco, CA: Jossey-Bass Publishers.
Carucci, R. A. & Pasmore, W. A. (2002). Relationships That Enable Enterprise Change: Leveraging
the Client-Consultant Connection. San Francisco, CA: Jossey-Bass Publishers.
©
THINK—PLAN—ACT
Chan Allen, R. (2001). Guiding Change Journeys: A Synergistic Approach to Organization
Transformation. San Francisco, CA: Jossey-Bass Publishers.
Conner, D.R. (1992). Managing At The Speed of Change. New York: Villard Books.
Conner, D.R. (1998). Leading at the Edge of Chaos. NY: John Wiley & Sons
Conway, W. E. (1994). Winning the War on Waste: Changing the Way We Work. Nashua, NH:
Conway Quality, Inc.
Cooperrider, D. L. & Whitney, D. (1999). Collaborating for Change: Appreciative Inquiry. San
Francisco, CA: Barrett-Koehler Communications.
Cooperrider, D. L., Sorensen, P. F., Whitney, D. & Yaeger, T. F. (2000). Appreciative Inquiry:
Rethinking Human Organization Toward a Positive Theory of Change. Champaign, IL: Stipes
Publishing.
Covey, S. (1990). Seven Habits of Highly Effective People. NY: Fireside.
Covey, S. (1991). Principle - Centered Leadership. NY: Summit Books.
Davis, S. & Meyer, C. (1998). Blur: The Speed of Change in the Connected Economy. Reading, MA:
Addison-Wesley Publishing Co.
Deal, T., & Kennedy, A. (1982). Corporate Cultures: The Rites and Rituals of Corporate Life. Reading,
MA: Addison Wesley Publishing Company.
Denison. (1990). Corporate Culture & Organizational Effectiveness. NY: John Wiley & Sons, Inc.
Denton, K. D. (1991). Horizontal Management: Beyond Total Customer Satisfaction. NY: Lexington
Books.
Dyer, W. G. (1977). Team Building: Issues and Alternatives. Reading, MA: Addison Wesley
Publishing Company, Inc.
Freedman, A. M. & Zackrison, R. E. (2001). Finding Your Way in the Consulting Jungle: A
Guidebook for Organizaton Development Practitioners. San Francisco, CA: Jossey-Bass
Publishers.
Galbraith, J. R. (1995). Designing Organizations: An Executive Briefing on Strategy, Structure and

Process. San Francisco, CA: Jossey-Bass Publishers.
Galbraith, J. R., Lawler III, E. E., & Associates. (1993). Organizing for the Future The New Logic for
Managing Complex Organizations. San Francisco, CA: Jossey-Bass Publishers.
Galbraith, J., & Nathanson, D. (1978). Strategy Implementation: The Role of Structure and Process. St.
Paul, MN: West Publishing.
Gale, B. T. (1994). Managing Customer Value: Creating Quality and Service That Can See. NY: The
Free Press.
©
THINK—PLAN—ACT
George. (1994). Total Quality Management: Strategies and Techniques Proven at Today’s Most
Successful Companies. NY: John Wiley & Sons, Inc.
Haines, S. G. (1998). The Manager’s Pocket Guide to Systems Thinking and Learning. Amherst, MA:
HRD Press.
Haines, S. G. (2007). Reinventing Strategic Planning: The Systems Thinking Approach. Amherst, MA:
HRD Press.
Thinking Press.
Haines, S. G., Aller-Stead, Gail, McKinlay, James. (2005). Enterprise-Wide Change: Superior Results
Through Systems Thinking. CA: Pfeiffer.
Hammer, M. (2001). The Agenda: What Every Business Must Do to Dominate the Decade. NY:
Crown Business.
Harvey, J. B. (1988). The Abilene Paradox and Other Meditations on Management. NY: Lexington
Books.
Heifetz, R. A. (1994). Leadership without Easy Answers. Boston, MA: Bellnap Press.
Herman, S. [Editor]. (2002). Rewiring Organizations for the Networked Economy: Organizing,
Managing, and Leading in the Information Age. San Francisco, CA: Jossey-Bass Publishers.
Hilburt-Davis, J. & Dyer, W. G. (2002). Consulting to Family Businesses: Contracting, Assessment,

and Implementation. San Francisco, CA: Jossey-Bass Publishers.
Holman P. & Devane T. (1999). The Change Handbook: Group Methods for Shaping the Future. San
Francisco, CA: Berrett-Koehler.
Hultman, K. (2001). Balancing Individual and Organizational Values: Walking the Tightrope to
Success. San Francisco, CA: Jossey-Bass Publishers.
Hurt, F. (1999). Rousing Creativity: Think New Now! Menlo Park, CA: Crisp Publications.
Imai, M. (1986). Kaizen: The Key to Japan’s Competitive Success. NY:McGraw-Hill Publihing
Company.
Jaques, E. & Clement, S. D. (1991). Executive Leadership: A Practical Guide to Managing

Complexity. Arlington, VA: Basil Blackwell/Cason Hall & Co., Publishers.
Jaques, E. (1989). Requiste Organization The CEO’s Guide to Creative Structure and Leadership.
Arlington, VA: Cason Hall & Co., Publishers.
Johnson, B., Ph.D. (1996). Polarity Management: Identifying and Managing Unsolvable Problems.
Amherst, MA: HRD Press, Inc.
Johnson, S. (1998). Who Moved My Cheese? NY: G. P. Putnam’s Sons.
Juran. (1988). Juran on Planning for Quality. NY: The Free Press.
©
THINK—PLAN—ACT
Juran. (1989). Juran on Leadership for Quality. NY: The Free Press.
Juran. (1992). Juran on Quality by Design: The New Steps for Planning Quality Into Goods and
Services. NY: The Free Press.
Katz, D., & Kahn, R. (1978). The Social Psychology of Organizations (2nd ed.). NY: John Wiley &
Sons, Inc.
Katzenbach, J. R. & RCL Team. (1997). Real Change Leaders: How You Can Create Growth and High
Performance at Your Company. NY: Times Books
Kilmann, R. H. (1984). Beyond the Quick Fix: Managing Five Tracks to Organizational Superior
Performance. San Diego, CA: University Associates/Pfeiffer & Company.
Kinlaw, D. C. (1989). Coaching for Commitment, Managerial Strategies for Obtaining Superior
Performance. San Diego, CA: Pfeiffer & Company.
Kleiner, A. (1998). The Age of Heretics: Heroes, Outlaws, and the Forerunners of Corporate Change.
NY: Doubleday.
Kotter, J. P. & Cohen, D. S. (2002). The Heart of Change. Boston, MA: Harvard Business School
Press.
Kotter, John P. (1996). Leading Change. Boston, MA: Harvard Business School Press.
Kotter. (1992). Corporate Culture and Performance. NY: The Free Press.
Kouzes, J. M., & Posner, B. Z. (1987). The Leadership Challenge, How to Get Extraordinary Things
Done in Organizations. San Francisco, CA: Jossey-Bass Publishers Publishers.
Lawler, E. E. (1981). Pay and Organization Development. Reading, MA: Addison Wesley Publishing
Company Publishing Company.
Levasque, P. (1998). Breakaway Planning: 8 Big Questions to Guide Organizational Change. NY:
AMACOM
Levinson, H. (1976). Psychological Man. Cambridge, MA: The Levinson Institute, Inc.
Lewin, K. (1948). Resolving Social Conflicts. NY: Harper & Row, Publishers.
Lippitt, G. (1969). Organization Renewal. Englewood Cliffs, NJ: Prentice Hall.
Magruder Watkins, J. & Mohr, B. J. (2001). Appreciative Inquiry: Change at the Speed of Imagination.
San Francisco, CA: Jossey-Bass Publishers.
Management Analysis Center, Inc., Stonich, P. (Ed.). (1982) Implementing Strategy: Making Strategy
Happen. Cambridge, MA: Ballinger Publishing Company.
Massarik, F. & Pei-Carpenter, M. (2002). Organization Development and Consulting: Perspectives and
Foundations. San Francisco, CA: Jossey-Bass Publishers.
Nadler, D. A. & Tushman, M. L. (1997). Competing by Design: The Power of Organizational

Architecture. NY: Oxford University Press.
©
THINK—PLAN—ACT
Odiorne, G.S. (1987). The Human Side of Management. NY: Lexington Books.
Olson, E. E. & Eoyang, G. H. (2001). Facilitating Organization Change: Lessons from Complexity
Science. San Francisco, CA: Jossey-Bass Publishers.
Orsburn, J.D., et al. (1990). Self-Directed Work Teams: The New American Challenge. Homewood,
IL: Business One Irwin.
Osborne, D. & Plastrik, P. (1997). Banishing Bureaucracy. Reading, MA: Addison Wesley Publishing
Company, Inc.
Peters, T. & Austin, N. (1985). A Passion for Excellence: The Leadership Difference. NY: Random
House.
Peters, T. & Waterman, R., Jr. (1982). In Search of Excellence: Lessons from America’s Best-Run
Companies. NY: Harper & Row.
Pfeiffer, W. (Ed.). (1991). Theories and Models in Applied Behavioral Science. (4 Volumes). San
Diego, CA: Pfeiffer & Company.
Quade, K. & Brown, R. M. (2001). The Conscious Consultant: Mastering from the Inside Out. San
Francisco, CA: Jossey-Bass Publishers.
Rasiel, E. M. (1999). The McKinsey Way: Using the Techniques of the World’s Top Strategic
Consultants to Help You and Your Business. NY: McGraw-Hill
Rigsbee, E. (2000). Developing Strategic Alliances. Menlo Park, CA: Crisp Publications.
Robson, G. D. (1991). Continuous Process Improvement (Simplifying Work Flow System). NY: The
Free Press
Schein, E. H. (1987). Process Consultation Volume II. Lessons for Managers and Consultants.
Reading, MA: Addison Wesley Publishing Company.
Schein, E. H. (1999). The Corporate Culture Survival Guide: Sense and Nonsense About Culture
Change. San Francisco, CA: Jossey-Bass Publishers.
Schmidt, Terry. (2009). Strategic Project Management Made Simple: Practical Tools for Leaders and
Teams. NYC: John Wiley & Sons.
Senge, P. M. (1990). The Fifth Discipline: The Art and Practice of the Learning Organization. NY:
Doubleday/Currency.
Senge, P. M., Roberts, C., Ross, R. B., Smith, B. J., Kleiner, A. (1994). The Fifth Discipline Field
Book - Strategies and Tools for Building a Learning Organization. NY: Doubleday/Currency.
Stone, D., Patton, B., and Heen, S. (1999). Difficult Conversations: How to Discuss What Matters
Most. NY: Penguin Books.
Tichy, N. M. (1983). Managing Strategic Change—Technical Political and Cultural Dynamics. NY:
John Wiley & Sons, Inc.
©
THINK—PLAN—ACT
Ulrich, D., Kerr, S., & Ashkenas, R. with Burke, D. & Murphy, P. (2002). The GE Workout: How to
Implement GE’s Revolutionary Method for Busting Bureaucracy and Attacking Organizational
Problems—Fast! NY: McGraw-Hill.
Waterman, R., Jr. (1987). The Renewal Factor. NY: Bantum.
Whitney, D. & Giovagnoli, M. (1997). 75 Cage-Rattling Questions to Change the Way You Work:
Shake-em-up Questions to Open Meetings, Ignite Discussion, and Spark Creativity. NY:
McGraw-Hill
©
ASP Body of Knowledge Statements Summary
Level I Level II
Point # of Statements Point # of Statements
LEAD – 15% (24 questions) LEAD – 25% (40 questions)
1.1 Lead in Personal Credibility 7 1.3 Strategic Leader 6
1.2 Lead in Interpersonal Relationships 9 1.4 Cross-Functional Strategic Leader 6
1.5 Organization-wide Strategic Leader 10
THINK – 25% (40 questions) THINK – 15% (24 questions)
2.1 Think Content 9 2.4 Strategic Thinking Content 6
2.2 Think Processes 7 2.5 Strategic Thinking Processes 7
2.3 Think Infrastructures 4 2.6 Strategic Thinking Infrastructures 2
PLAN – 25% (40 questions) PLAN – 25% (40 questions)
3.1 Plan Content 10 3.4 Strategic Planning Content 9
3.2 Plan Processes 9 3.5 Strategic Planning Processes 5
3.3 Plan Infrastructures 6 3.6 Strategic Planning Infrastructures 6
ACT – 25% (40 questions) ACT – 25% (40 questions)
4.1 Action Content 6 4.4 Strategic Action Content 7
4.2 Action Processes 5 4.5 Strategic Action Processes 6
4.3 Action Infrastructures 7 4.6 Strategic Action Infrastructures 5
Strategic Planning Professional Foundation – 10% (16 questions) Strategic Management Professional Foundation – 10% (16 questions)
5.1 Professional Roles 5 5.2 Professional Roles 5
Total 160 questions 84 Total 160 questions 80

BOK 9 Overview-Final 50 Page PDF

Uploaded by

Document Information

Original Title

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

BOK 9 Overview-Final 50 Page PDF

Uploaded by

Copyright:

Available Formats

OVERVIEW AND DEVELOPMENT

The Association for Strategic Planning’s

BEST PRACTICES EDITION #9

Library of Congress Control Number: xxxxxxxxxxxxx

VI. Think—Plan—Act Bibliography

Certification Program Process

5. This project has been supported by extensive outreach and inclusiveness to

Year 2012 Vision of this Certification Program

Year 2010 Certification Program Vision Details

Year 2009-2012 Mission of this Certification Program

2009-2012 Mission details

♦ To improve the quality of Strategic Planning as a profession. The field has a

Expectations and Rough Profiles for the Levels of ASP

I. LEVEL I—Strategic Planning Professional (SPP)

1. At least two years experience in a planning role or as a junior external

Strategic Planning Professional (SPP) Certification

5. Strategic Planning Professional Foundation

II. LEVEL II—Strategic Management Professional (SMP)

1. At least five years experience in planning as an internal executive or

Strategic Management Professional (SMP) Certification

Strategic Planning Apprentice Designation

Expectations and Rough Profile for the designation of an ASP

Our Body of Knowledge Framework

The Resulting Credentials: Education

The Iceberg Theory

Planning for Change: The Rollercoaster

THE ASP CERTIFICATION PROCESS DEVELOPMENT

May 2008 1. Certification Project given approval to Board of Directors

When What Who

When What Who

July 2009 • CEU consideration redone Terry Schmidt

20. Extensive reviews of Phase I and II were

April 2009 • Chicago Chapter Officers (virtual) Steve Haines

When What Who

April-May 2009 • San Diego Chapter Officers Steve Haines/Eric

May 2009 • Washington, DC Chapter Officers and Steve Haines/Sara

August 2009 21. New Board of Directors extensive review Board of

Fall 2009 22. Finish all Certification Document/Policy Core Team

Fall 2009 23. Set up Certification on ASP Website Core Team

Results—Credentialing at Two Levels of

• Strategic Planning Professionals (SPP)—

• Strategic Management Professionals

• Strategic Planning Apprentice (SPA)

January 2010 International Affiliate Program kick-off for International Affiliate

February 2010 Pioneers Test Applications—begin Governance

I. Sponsors for the ASP National Standards and Certification Program

Delta Community Credit Union

Washington Suburban Sanitary Commission

Haines Centre for Strategic Management

Balanced Scorecard Institute/A Strategic Management Group Company

III. 2008-2009 ASP Board

ASP Members who served on The ASP Task Force

IV. Core Team Members V. Extended Team Members

Steve Haines - San Diego, CA Diane Alario – New York, NY

VI. OTHER ASP AND PLANNING PROFESSIONALS INVOLVED

VII. Attendees at the ASP 2009 Annual Conference, San Diego, CA

VIII. COMPANIES, ASSOCIATIONS AND EDUCATIONAL INSTITUTIONS

Academy of Competitive Intelligence

IX: ASP Chapters

Banathy, B. A. (1991). Systems Design of Education: A Journey to Create the Future.

Englewood Cliffs, NJ: Educational Technology Publications, Inc.

Boulding, K. E. (1964). The Meaning of the 20th Century. NY: Prentice-Hall.

DeBono, E. (1999). Simplicity. London, England: Penguin Books