The guide, developed under the Strategic Planning, Management and Response project, encompassed six tasks: 1) identify/develop a strategic planning model/process useful to facilities; 2) & 3) develop a strategic management model/methodology and strategic response model/methodology to be used in facilities; 4) prepare a guide to provide and train staff in their implementation; 5) develop a process for measuring the effectiveness of the models; 6) write a literature review encompassing strategic planning, management and response.

Initially, the project team surveyed all 50 states about work related to strategic planning, management and response, conducted site visits to four states, and conducted a literature review on strategic planning, management, and application. Survey highlights are briefly and quantifiably summarized in the preface. The models, developed by Carol Flaherty-Zonis, were pilot-tested in 2003-2004 at the Westville (Indiana) Correctional Facility. “Positive” preliminary findings were reported, although no quantifiable research results are presented in this guide. The literature review did not focus on historical research but briefly summarizes the tenets of 10 schools of thought on strategic planning highlighting the elements of each that factored into the Flaherty-Zonis model, named the Rubik’s Cube® Models of Strategic Planning© and Strategic Management©. A framework to provide facilities a method of implementing strategic change based on the models is provided along with definitions for all key concepts such as organizational culture, strategic planning, strategic response and strategic thinking.

The Rubik’s Cube® model assigns a purpose to each of the six sides of the cube based on both strategic planning (p. 8) and strategic management (p.9). The six “sides” of the cube are the following:

1. Setting the Stage (Side 1:Green),
2. Identifying Strategic Issues (Side 2:Red),
3. Charting the Future (Side 3:Orange),
4. Crafting Strategies (Side 4:Blue),
5. Bringing the Strategies to Life (Side 5:White),
6. Sustaining Change (Side 6:Yellow).

The process of implementing the model is outlined in five stages:

1. Assessing the facility’s readiness for strategic planning;
2. laying the groundwork;
3. planning and holding the kickoff meeting;
4. holding team meetings to develop responses to the Cube® questions;
5. drafting and finalizing the strategic plan.

An assessment inventory, termed the Organizational Culture Inventory®, is provided as an appendix (D) in the guide.

Tools: The above tool, Organizational Culture Inventory can be found at the following websites: http://www.leadershipassessments.net/assessment.htm & http://www.humansynergistics.com/products/documents/OCI_Sample_Standard_Report.pdf.

Citation

Flaherty-Zonis, C. (2007). Building Culture Strategically: A Team Approach for Corrections. J. McNaughton, National Institute of Corrections