As a vital part of the educational enterprise, plans must be made to define the future we want to create for tomorrow's child and to enable educators to deliver on the promise. Planning is just a substitute for good luck. Not relying on luck, educators must identify valid and valuable measurable objectives for education and then enable educators…

Every organization needs a plan for achieving its objectives; however, strategic plans are often developed for the wrong reasons. This book presents self-help tools for school leaders interested in assessing the efficacy of their school's strategic plan. Chapter 1 explains why it is important to review educational strategic plans. Chapter 2…

Ways that school administrators can develop or improve their strategic thinking and learning skills are presented in this guidebook, which forces the planner to change his or her actual thinking about planning before taking action. Chapter 1 deals with overcoming single-issue thinking and becoming proactive. Basic concepts and tools are provided,…

The educational design and development process begins with external considerations--the requirements, current and future, for individual and collective self-sufficiency in society. A model is presented. (Author/MLF)

Confusion in educational planning stems from having no clear objectives and no clear knowledge of the real clients. The new educational model involves contributing to socially useful results, not simply teaching subjects and conveying content information. Instead of relying on self-defeating techniques and mind-sets, educators can benefit from…

Proposes a two-level decision model to evaluate educational programs by types of learners they generate as well as the utility and cost of the program. Decision rules based on the underlying requirement that each learner reach self-sufficiency are described. (Author/BK)

The future of educational design, development, and improvement lies in integrating "how" with "what" and "why." Critical strategic thinking factors include abandoning comfort zones; focusing on ends, not means; linking all three planning and result levels; starting with an ideal vision; preparing measurable…