The second part of strategy development is to understand the environment, as well as the organization itself. It answers the question of “where do we stand?” which is necessary to clarify the situation. According to that, the state “where do we want to stand in 2020?” can be imagined and fixed. A clarified situation allows the definition of goals and the evaluation of the distance between actual and future state. The environment of a school can be persons and groups, institutions, as well as technical, political, economic and ecologic infrastructure.
|Your time to learn||Time the learners need|
|Unit 3.1 Decision for concrete strategic options||30 min||1,5 h|
|Unit 3.2 Finalisation of the strategy plan||30 min||2 h|
The learners understand how the choice of a leading strategy depends on former working steps.
The learners understand how strategic decisions affect different levels of organizations.
The learners know different dimensions of strategies (focus, localization, tactics and rules).
The participants decided on core strategies, where the overall strategy bases on. They made decisions by using the results of SDD1 and SDD2 and elaborate the school’s final strategy paper.
PowerPoint presentation SDD3_Analysis II
Examples within the Units
Paper and pencils
This module derives concrete strategies (not actions!) from the working steps made before. The materials offer detailed information about the decision base. The learners identify directions of development, which fit with their “new” guiding principles. It is helpful to stuck up all developed documents at the wall again. Support the learners by moderating the discussions. Let them pick out a maximum of five to six strategies. Develop the strategic issues into a strategy paper.