Week 4 Resources Note: To access this week’s required library resources, please click on the link to the Course Readings List, found in the Course Materials section of your Syllabus. Required Readings Sare, M. V., & Ogilvie, L. (2010). Strategic planning for nurses: Change management in health care. Sudbury, MA: Jones and Bartlett. · Chapter 6, “Strategic Planning: Why It’s Not Just for the Boardroom Anymore” (pp. 105–115) · Chapter 11, “Eight Cautionary Tales of Strategic Planning” (pp. 215–226) Note: You are only required to read the “Hail, Hail, the Gang Is Not All Here” section of the chapter this week. These chapters address stakeholder involvement in strategic planning. Galunic, C., & Hermreck, I. (2012). How to help employees ‘get’ strategy. Harvard Business Review, 90(12), 24. Retrieved from the Walden Library databases. This article addresses the influence of senior management/leadership on employees’ understanding of and commitment to organizational strategy. Harmon, R. B., Fontaine, D., Plews-Ogan, M., & Williams, A. (2012). Achieving transformational change: Using appreciative inquiry for strategic planning in a school of nursing. Journal of Professional Nursing, 28(2), 119–124. Retrieved from the Walden Library databases. The authors discuss stakeholder involvement and other aspects of the strategic planning process engaged in by the University of Virginia School of Nursing. Murphy-Hoefer, R., Andrade, M. S., Maines, D. E., & Martin, M. (2011). Stakeholder input in establishing an evaluation plan for tobacco counter-marketing campaigns. American Journal of Health Education, 42(2), 66–73. Retrieved from the Walden Library databases. As you read this article, consider how stakeholder involvement may contribute to successful strategic planning. Required Media Laureate Education (Producer). (2013b). Case study: Mountain View Health Center [Interactive media]. Retrieved from CDN database. (NURS 6241) This interactive multimedia piece presents a case study of an organization, with information about the types of activities per Learning Resources Note: To access this week’s required library resources, please click on the link to the Course Readings List, found in the Course Materials section of your Syllabus. Required Readings Cara, C. M., Nyberg, J. J., & Brousseau, S. (2011). Fostering the coexistence of caring philosophy and economics in today’s health care system. Nursing Administration Quarterly, 35(1), 6–14. Retrieved from the Walden Library databases. The article addresses caring as a part of mission and philosophy and the benefits of this for nursing satisfaction and performance, patient satisfaction, quality of care, and cost reduction. Lorenzi, N. M. (2011). AMIA’s realigned strategic plan. Journal of American Medical Informatics Association, 18(2), 203–208. Retrieved from the Walden Library databases. As you read this article, consider the process used to set goals and evaluate the extent to which the identified ...

1. Week 4 Resources
Note: To access this week’s required library resources, please
click on the link to the Course Readings List, found in the
Course Materials section of your Syllabus.
Required Readings
Sare, M. V., & Ogilvie, L. (2010). Strategic planning for nurses:
Change management in health care. Sudbury, MA: Jones and
Bartlett.
· Chapter 6, “Strategic Planning: Why It’s Not Just for the
Boardroom Anymore” (pp. 105–115)
· Chapter 11, “Eight Cautionary Tales of Strategic Planning”
(pp. 215–226)
Note: You are only required to read the “Hail, Hail, the Gang
Is Not All Here” section of the chapter this week.
These chapters address stakeholder involvement in strategic
planning.
Galunic, C., & Hermreck, I. (2012). How to help employees
‘get’ strategy. Harvard Business Review, 90(12), 24.
Retrieved from the Walden Library databases.
This article addresses the influence of senior
management/leadership on employees’ understanding of and
commitment to organizational strategy.
Harmon, R. B., Fontaine, D., Plews-Ogan, M., & Williams, A.
(2012). Achieving transformational change: Using appreciative
inquiry for strategic planning in a school of nursing. Journal of
Professional Nursing, 28(2), 119–124.
Retrieved from the Walden Library databases.

2. The authors discuss stakeholder involvement and other aspects
of the strategic planning process engaged in by the University
of Virginia School of Nursing.
Murphy-Hoefer, R., Andrade, M. S., Maines, D. E., & Martin,
M. (2011). Stakeholder input in establishing an evaluation plan
for tobacco counter-marketing campaigns. American Journal of
Health Education, 42(2), 66–73.
Retrieved from the Walden Library databases.
As you read this article, consider how stakeholder involvement
may contribute to successful strategic planning.
Required Media
Laureate Education (Producer). (2013b). Case study: Mountain
View Health Center [Interactive media]. Retrieved from CDN
database. (NURS 6241)
This interactive multimedia piece presents a case study of an
organization, with information about the types of activities per
Learning Resources
Note: To access this week’s required library resources, please
click on the link to the Course Readings List, found in the
Course Materials section of your Syllabus.
Required Readings
Cara, C. M., Nyberg, J. J., & Brousseau, S. (2011). Fostering
the coexistence of caring philosophy and economics in today’s
health care system. Nursing Administration Quarterly, 35(1), 6–
14.
Retrieved from the Walden Library databases.
The article addresses caring as a part of mission and philosophy
and the benefits of this for nursing satisfaction and
performance, patient satisfaction, quality of care, and cost
reduction.

3. Lorenzi, N. M. (2011). AMIA’s realigned strategic plan. Journal
of American Medical Informatics Association, 18(2), 203–208.
Retrieved from the Walden Library databases.
As you read this article, consider the process used to set goals
and evaluate the extent to which the identified goals are
specific, measureable, attainable, relevant, and time-bound.
Kenny, G. (2012). From the stakeholder viewpoint: Designing
measurable objectives. Journal of Business Strategy, 33(6), 40–
46.
Retrieved from the Walden Library databases.
Measurable objectives are an important part of the strategic
planning process, yet many organizations struggle with
formulating good objectives. In this article, the author suggests
strategies for developing better objectives, which will then
facilitate the planning process.
Urbanski, J., Baskel, M., & Martelli, M. (2011). Strategic
planning—A plan for excellence for South Haven Health
System. Nursing Administration Quarterly, 35(3), 227–234.
Retrieved from the Walden Library databases.
The article addresses stakeholder involvement as a key
component of South Haven Health System’s success in strategic
planning and describes how the system develops goals and
objectives.
Lloyd-Jones, D. M., Hong, Y., Labarthe, D., Mozaffarian, D.,
Appel, L. J., Van Horn, L., . . . Rosamond, W. D.
(2010). Defining and setting national goals for cardiovascular
health promotion and disease reduction: The American Heart
Association’s strategic impact goal through 2020 and
beyond. Retrieved
from http://circ.ahajournals.org/content/121/4/586.full.pdf+html
As you read this report, consider the process used to set goals

4. and evaluate the extent to which the identified goals are
specific, measureable, attainable, relevant, and time-bound.
Required Media
Laureate Education (Producer). (2013b). Case study: Mountain
View Health Center [Interactive media]. Retrieved from CDN
database. (NURS 6241)
This interactive multimedia piece presents a case study of an
organization, with information about the types of activities
performed there, organizational structure, strategic priorities,
and financial allocations. You will use this as a resource for this
week’s Discussion.
Optional Resources
Marquis, B. L., & Huston, C. J. (2015). Leadership roles and
management functions in nursing: Theory and application (8th
ed.). Philadelphia, PA: Lippincott, Williams & Wilkins.
· Chapter 7, “Strategic and Operational Planning” (pp. 138–161)
Review as needed.
Sare, M., & Ogilvie, L. (2010). Strategic planning for nurses:
Change management in health care.Sudbury, MA: Jones and
Bartlett.
· Chapter 7, “The Three Key Elements of the Strategic Planning
Process: A Vision That Guides Nursing’s Future Action” (pp.
117–143)
Review as needed, focusing on the information about goals and
objectives.
Kramer, M., Schmalenberg, C., & Maguire, P. (2010). Nine
structures and leadership practices essential for a magnetic
(healthy) work environment. Nursing Administration Quarterly,
34(1), 4–17.
Retrieved from the Walden Library databases.

5. The authors discuss the clinical environment of nursing and the
leadership practices needed to promote quality patient care
outcomes.
Discussion: Identifying and Engaging Stakeholders for Strategic
Planning
Stakeholders can facilitate the success, or failure, of a strategic
plan.
Identifying internal and external stakeholders and building
productive relationships should be an intentional and well-
conceived part of the strategic planning process. As a nurse
leader-manager involved in strategic planning, it is important
that you consider who could be impacted by a proposed change
and how the change may affect individuals’ roles,
responsibilities, and relationships. It is also essential to think
about which stakeholders may be able to offer expertise, capital,
and/or sway to help exercise the strategic plan and generate
buy-in.
In this Discussion, you identify stakeholders who can assist
with carrying forward a strategic plan.
Your Instructor has assigned you to a small group for this
Discussion. Craft your stakeholder description independently;
through the collegial exchange that follows, you will offer each
other suggestions for refinement. As in Weeks 2 and 3, use this
small group Discussion to delve deeply into the concepts being
presented as they are foundational to this course.
To prepare:
· Reflect on a planned change effort you have experienced.
Consider the following questions:
· How do you think stakeholder involvement may have impacted
the outcome of this planned change?
· Were the right stakeholders involved? Did the stakeholders
help to carry out the plan as needed?
· Should other stakeholders have been engaged? If so, how

6. could relationships with additional stakeholders have been
cultivated to better support the plan?
· How does reflecting on this instance of planned change inform
your perspective on what is needed to engage stakeholders to
successfully promote other strategic changes?
· Review the Mountain View Health Center case study, and
reflect on the focus of your postings in the Week 2 Discussion 2
and the Week 3 Discussion.
· Conduct additional research as necessary to strengthen your
understanding of the process of involving stakeholders in
strategic planning and to deepen your thinking about the
organization. For instance, you may research organizations with
similarities to Mountain View, and examine information related
to stakeholder involvement.
· Consider the following questions:
· Which internal and external stakeholders should be involved
in strategic planning related to this case study?
· What assets and/or perspectives would each of these
stakeholders offer to the process?
· What role would each potential stakeholder play in helping to
move forward a strategic plan?
· When and how should the stakeholders become involved?
· How would you cultivate relationships with these stakeholders
to produce the best possible results?
· How would the appropriate selection of stakeholders and their
involvement promote the likelihood of successful adoption and
implementation of a strategic plan?
By Day 3