Strategic Leadership

Strategies 183

It is helpful to develop strategy at the four levels of (1) strategic initiatives,
(2) strategies, (3) goals, and (4) actions. The terminology used in the literature
and in the practice of strategic planning is widely variable and determined by
context, though there is almost always a set of terms that parallel the usages pro-
posed here (cf. Bryson 1995; Cope 1985; Hunt, Oosting, Stevens, Loudon, and
Migliore 1997; Rowley, Lujan, and Dolence 1997; Ruben 2004b; Sevier 2000).
Based on context and usage, it becomes clear that one plan’s “strategic initiatives”
are another’s “strategies,” “directions,” “themes,” “issues,” or “goals.” What some
documents designate simply “strategies,” we are differentiating here as “strategic
initiatives,” and strategic projects and programs as “strategies.” In some plans,
strategies are designated as “goals” or even “objectives.” We, and many others,
reserve the word “goal” for a specific and measurable target of opportunity, but the
word frequently used for this is “objective.” We call the fourth and most specific
level “actions,” which is the predominant usage, though it is also common to refer
to this stage of strategy as “tactics.” And so it goes in the terminology of strategy,
making it impossible to establish definitive terms of art or usage. The least one can
expect, however, is a definition and justification for the terms chosen, as well as a
sense of the levels and forms of strategic thinking as a pattern of argumentation.

Table 9.1

STRATEGIC

INITIATIVE

A theme that describes one of the major issues, priorities, or

aspirations in the strategic plan, consisting of one or more

strategies, each of which is defined by goals

Situation Analysis A rationale that gives the evidence and reasons for the
significance of the strategic initiative in terms of the institution’s
identity, mission, vision, and position

STRATEGIES A strategic initiative usually has several strategic projects or
programs within it. They each define a discrete activity with one
or more goals that address one aspect of the larger theme. Each
strategy has a rationale and a definable pattern of accountability
with measurable goals, designated responsibilities, deadlines, and
actions.

GOALS An aim to achieve results that do not currently exist

Measurement Goals are determinable and should be subject to various forms of
measurement.

Accountability The achievement of a goal should be assigned explicitly to groups
or individuals who are responsible to attain it.

Timeline The achievement of goals should have milestones and deadlines.

ACTIONS The specific actions that are required to achieve the goal