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Taking Command of Change:
A Practical Guide for Applying the Strategic Development Process
in State Historic Preservation Offices

by
Doug Eadie, President
Doug Eadie Presents!, Frisco, Texas
Web Edition 2003
(originally published in 1995 by the National Park Service and
The National Conference of State Historic Preservation Officers)

 
Taking Command
of Change
Table of Contents
 
Foreword
Preface
Acknowledgements
Executive Summary

1. Overview
 
2. Creating a Strategic Framework
 
3. External and Internal Environments
 
4. Issue Identification and Selection
 
5. Strategy Formulation
 
6. Launching a Strategic Development Process
 
7. You Can Do It!
 
8. Sources of Information on Strategic Development

 
 
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SLHR 2003

 
8. SOURCES OF INFORMATION ON STRATEGIC DEVELOPMENT

[NOTE: This section has been updated by the author.]

IN GENERAL

SHPO executives and managers who want to keep in touch with broad currents in nonprofit and public management and in the fields of strategic planning/management, and board leadership development will find that national journals are the most reliable resource. Books tend not only to tell us much more than we need to know, they are often somewhat dated by the time they hit the streets. Most helpful are:

Fortune magazine is an excellent source on economic and management trends.

Far less helpful because of their academic bent are:

STRATEGIC PLANNING/MANAGEMENT

Probably the best book on public and nonprofit strategic planning is:

  • Bryson, J.M. (1989), Strategic Planning for Public and Nonprofit Organizations (San Francisco: Jossey-Bass).

Also helpful is:

  • Olsen, J.B., and Eadie, D.C. (1982), The Game Plan: Governance With Foresight (Washington, D.C.: Council of State Planning and Policy Agencies).

Articles of special interest because of their focus on public and nonprofit applications are:

  • Bryson, J.M., and Roering, W.D. (1987), "Applying Private Sector Strategic Planning in the Public Sector," Journal of the American Planning Association, 53, 9-22.

  • Eadie, D.C. (1987), "Strategic Issue Management: Building an Organizationís Strategic Capability," Economic Development Commentary, 11, 18-21.

  • Eadie, D.C. (1989), "Building the Capacity for Strategic Management," in J.L. Perry (Ed.), Handbook of Public Administration (San Francisco: Jossey-Bass), 162-175.

  • Jones, R.L., and Eadie, D.C. (1994), "Fostering Innovation and Growth: The Center for Human Services Experience," Nonprofit World, 1, 23-28.

  • Kemp, E.J., Funk, R.J., and Eadie, D.C. (1993), "Change in Chewable Bites: Applying Strategic Management at EEOC," Public Administration Review, 2, 129-134.

CHANGE MANAGEMENT

Two books by Doug Eadie focus on nonprofit and public change management:

  • Changing By Design (Jossey-Bass, 1997), and

  • The Extraordinary CEO (ASAE, 1999).

Three excellent books that deal with innovation and change management in the for-profit sector are:

  • Kanter, R.M. (1989), When Giants Learn to Dance (New York: Simon and Schuster)

  • Senge, P.M. (1990), The Fifth Discipline (New York: Doubleday)

  • Tichy, N.M. (1983), Managing Strategic Change (New York: John Wiley & Sons)

Three additional works on managing change that provide useful information are:

  • Dalziel, M.M., and Schoonover, S.C. (1988), Changing Ways (New York: AMACOM)

  • Kirkpatrick, D.L. (1985), How to Manage Change Effectively (San Francisco: Jossey-Bass)

  • Lippitt, G.L., Langseth, P., and Mossop, J. (1985), Implementing Organizational Change (San Francisco: Jossey-Bass)

BOARD LEADERSHIP

Two of Doug Eadieís books deal with nonprofit and public board leadership in detail:

  • Boards That Work (ASAE, 1995)

  • Extraordinary Board Leadership: The Seven Keys to High-Impact Governance (Aspen Publishers, 2000)

The National Center for Nonprofit Boards has published a bookshelf of useful monographs on various aspects of governance. A now somewhat dated but still useful and path-breaking book on boards is:

    John Carverís Boards that Make a Difference (Jossey-Bass, 1990).

Three recent articles focusing on nonprofit board leadership development are:

  • Conley, G.N., and Eadie, D.C. (1990), "Strengthening Board Strategic Leadership," Economic Development Commentary, 13, 4-11.

  • Eadie, D.C. (1991), "Strengthening Board Leadership and the Board-Chief Executive Partnership," Economic Development Review, 9, 39-42.

  • Eadie, D.C., and Edwards, R.L. (1993), "Board Leadership by Design," Nonprofit World, 2, 12-15.

INDIVIDUAL HUMAN GROWTH

Organizational change is driver to a significant degree by individual growth, and in this regard SHPO team members will find inspiring and useful:

  • Covey, S.R. (1989), The Seven Habits of Highly Effective People (New York: Simon and Schuster)

  • May, R. (1994), The Courage to Create (New York: W.W. Norton)

  • Peck, M.S. (1978), The Road Less Traveled (New York: Simon and Schuster)

  • Wheelis, A. (1973), How People Change (New York: Harper and Row).

 

ABOUT THE AUTHOR

Doug Eadie is the founder and president of Doug Eadie Presents! and Strategic Development Consulting, Inc. Over the past twenty years, Doug has consulted with over 400 nonprofit organizations in the areas of board and chief executive leadership and innovation/change management. Doug is the author of twelve books on nonprofit leadership, including Extraordinary Board Leadership: The Seven Keys to High-Impact Governance (Aspen Publishers, 2000); The Extraordinary CEO (ASAE, 1999); Building the Board-General Manager Leadership Team (APTA, 1998); Changing by Design (Jossey-Bass, 1997); and Boards That Work (ASAE, 1995). Before founding his consulting practice, Doug served in a variety of nonprofit executive positions. He is a Phi Beta Kappa graduate of the University of Illinois at Urbana and received his master of science in management degree from the Weatherhead School of Management at Case Western Reserve University. Doug and his wife, Barbara Krai, reside in Frisco, Texas.

 

 

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