Professional Documents
Culture Documents
2-8-2018
LEADERSHIP STRATEGIC THINKING AND SWOT 2
thinking. In order to be strategic in leadership one must also be and act intentional, as well as
being mindful and taking time to assess and understand the many factors of the business,
leadership and thinking means having the information and the input of others to fully support
your decisions. Strategic thinking, according to Hughes, Beatty, and Dinwoodie, (2014) is
defined as the process which involves the “cognitive and social processes that lead to shared
understanding of the complex relationship between the organization and its environment” (p. 49).
assessments from both within and without the organization. There are also four main elements of
Beatty, & Dinwoodie, 2014). The factors to be considered are what and how is leadership
developed to perform as well as determining what segment of leadership and what areas must be
developed.
Strategic thinking and analysis fosters increased understanding of departmental roles, and
involvement in the organization as a whole as well as potential future growth. The environmental
analysis is a crucial phase in strategic planning and the creative thought process. Development of
and evaluating the trends and concerns in the trade of the business (Hughes, Beatty, &
Dinwoodie, 2014). For example, in local governments such as the municipality in which I work
it is apparent that strategic leadership requires thinking and acting intentionally. Moreover,
LEADERSHIP STRATEGIC THINKING AND SWOT 3
acting and thinking strategically requires taking the time to asses and understand the many layers
of the operation, appropriate forecasting, as well as managing relationships with key stakeholders
Finally, success, Neville (2016), is a result of the application of strategic thinking, and being
proactive instead of reactive to the conditions which are already in existence. A strategic mindset
encourages determination to initiate the best use of the resources available and aligning and
incorporating them in the plan of action. In the end, is an understanding of the importance of
making the connection between strategic thinking and strategic acting (Hughs, Beatty, &
Dinwoodie, 2014).
Application
All communities, no matter the size, struggle with vacant properties, slum lords and blighting;
a sore subject for the community and local leaders. These properties often seem beyond the
control of local leadership, and rarely instigate a sense of urgency further than the neighboring
of the ramifications of ignoring the dilemma. These properties are an issue that cannot be
ignored, moreover, these properties, if left unchecked lead to expenses which could alternatively
be avoided.
The blight cycle is a cycle of neighborhood deterioration that can be categorized into three
phases: mild, medium, and critical. According the Michigan Blight Elimination Guidebook, as
physical conditions of buildings, neighborhoods, and public infrastructure deteriorate through the
phases of blight, the relative scale of the dilemma also rises. Thus, applying strategic thinking
and SWOT analysis concepts in order to proactively combat the problem, issues can be identified
LEADERSHIP STRATEGIC THINKING AND SWOT 4
and plans can be formulated to address blighting and vacant properties in the community
(Wyckoff, 2017).
Property Loss of
(8) Homes and
values decline property (6) Residents
property
(3) equity (5) leave; forclsure
continue to
rates escalate
decline
Isolated
Deterioration blight, New businesses,
tourists and
(2) abandoned incoming
(9) Tax base
structures (1) shrinks
residents
declines
(11) More
residents leave;
poor are left
Severe
(Wyckoff, 2017, p. 1)
SWOT Analysis
A longstanding concern within my organization has been blight in the community, with a focus
on abandoned properties and properties in decline which are named public nuisances. According
to public officials, Wyckoff (2017) a public nuisance is a situation or condition that interferes
with the health, safety, morals or comfort of a community involving activities of real properties.
LEADERSHIP STRATEGIC THINKING AND SWOT 5
Local authorities of municipalities define and abate such nuisances through ordinances that
regulate or prohibit particular conditions or situations regarding uses of real property (Wyckoff,
2017). A familiar example, Wyckoff (2017) is high grass or weeds ordinance which imposes
regulations on the maintenance of residential, and commercial lots. The grass ordinance is the
first stage in the abatement of neighborhood blight nuisances, as most often this stage is the
beginning of housing deterioration which leads to neighborhood decline. The key strategic
challenges facing my department are the neighborhood decline in certain areas, therefore a
Thoughts
processes, and communications practices and more (Hughes, Beatty, & Dinwoodie, 2014). These
elements fit together as a mutually respective and interlocking system, moreover the two steps
which promote team collaboration and SLT’s in my organization are authentic communication
Understanding how municipal governments function and interact with each other is essential
to understanding in order for efforts towards reforms of any type can be made which will make a
difference. Leadership, Hughes, Beatty, & Dinwoodie, (2014) requires being persistent, listening
and proper communication to work through the more complex and difficult issues. Strategic
leaders have the ability to inspire and bring about collaborative action across diverse stakeholder
A SWOT analysis is a key tool utilized to determine where an organization is at. The
strengths being what serves the organization well; The weaknesses which limit the organization;
The opportunities which are those elements which can be utilized to maximize potentials to
further goals. Finally, the threats which are all factors that are a serious threat to the organization
Paw Paw Lake, Limited Job Create diverse parks City planning &
Parks & Recreation Opportunities system collaboration
Great Schools Lack of downtown Increase commercial Housing market
development development
Airport Lack of industry Increase industrial Neighborhood
development decline
LEADERSHIP STRATEGIC THINKING AND SWOT 7
Utilizing the SWOT to assess Watervliet Township’s strategic approach through critical
examination of each element and definitions, determination of what direction to take can be
factored. From this point, a vision can be crafted as well as the conception of the means to that
end. In some instances, a collaborative effort with the city of Watervliet is necessary when
considering the entire community as a whole. Therefore, a re-framing can occur as adjustments
and changes to certain areas of reference can be met as the new challenges, opportunities and
vision are incorporated (Streib,1992). Historically the City of Watervliet has encountered many
problems which are rooted in lack of effective communication, as well as being reactive instead
ideas is the key to and effective and productive organization. Furthermore, leadership must be
able to convey, clearly and without questions; expectations, ideas, problems and solutions. In
contrast, leaders must be able to receive, process and weigh - precisely - data that others are
trying to supply, so that ingenious ideas can be implemented, solutions can be attained and
In order to take the first steps with the City of Watervliet, Township leaders formulate a
strategic plan to initiate communication in their efforts to team and collaborate. At this phase of
because strategic leadership requires making common sense of intricacies. Once leaders arrive at
this point they have a strategy that makes the organization’s vision reasonable and
understandable to others (Hughes, Beatty, & Dinwoodie, 2014). One of the questions raised to
LEADERSHIP STRATEGIC THINKING AND SWOT 8
the planning commission members was: does everyone (the community) have all of the required
information in order to understand the complexity of the decision? The response was more than
likely not. Now, these steps can be followed to resolve the lapse in understanding and making
defended.
The opening up of issues for debate, gives the township planning officials the opportunity to
magnify the smaller components of the issue in order to look more closely at the strategy system,
and the organizational interactions instead of looking at the components as a whole and then
breaking them down; systems thinking builds rather than breaks down (Hughes, Beatty, &
Dinwoodie, 2014).
Conclusion
Utilizing strategic thinking and SWOT analysis to intentionally assess and understand the
problem helps to create solutions. Essentially, this is the organizational understanding of the
environmental factors and as such building an intertwined relationship which effects the whole
of the stakeholders. What one does effects the other. There must also be a sense of accountability
of leaders to prompt being proactive for change versus reactive to problems. Reiterating, be
proactive instead of reactive. Create initiative, formulate goals and most importantly follow
through with plans of action for the success of the organizational vision and goals.
LEADERSHIP STRATEGIC THINKING AND SWOT 9
References
Hughes, R.L., Beatty, K.C., & Dinwoodie, D.L. (2014). Becoming a strategic leader: Your role
in your organization’s enduring success. Second edition. San Francisco, CA: Jossey-Bass.
Guidebook.pdf
Neville, L. (2016). Taking the long view: Crises demand attention, but so do long-term
com.ezproxy.sienaheights.edu/docview/1784574146?accountid=28644
Poister, T., & Streib, G. (2005). Elements of Strategic Planning and Management in Municipal
Government: Status after Two Decades. Public Administration Review, 65(1), 45-56.
Wyckoff, M.A. (2017, November). The Blight Cycle. Planning & Zoning News, 36, No.1, 5-7.