Did Confederate armies attack too often for their own good during the Civil War? Was the relentless, sometimes costly effort to preserve territory a blunder? These questions about Confederate strategy have dogged historians since Appomattox. Many have come to believe that the South might have won the Civil War if it had only avoided head-on battles, conducted an aggressive guerrilla campaign, and manoeuvred across wide swaths of territory. This volume offers a consideration of this widely-held theory.

Many churches do a good job at planning activities, but this is often not producing the effective and fruitful ministries churches had hoped for or expected. Instead, churches must go beyond planning activities to intentional and strategic planning for the church to be faithful to its mission.As Lisa Greenwood writes, "Kay and Ken are challenging leaders to take time to pay attention to what God is doing and saying in their community and in their own lives, so the church can focus on the difference God is calling them to make." This detailed and practical resource provides the step by step process for preparing, conducting, and following up for strategic ministry planning retreats that will lead your church into more effective, focused, and fruitful ministry.

In the tradition of Octavia Butler, here is radical self-help, society-help, and planet-help to shape the futures we want. Change is constant. The world, our bodies, and our minds are in a constant state of flux. They are a stream of ever-mutating, emergent patterns. Rather than steel ourselves against such change, Emergent Strategy teaches us to map and assess the swirling structures and to read them as they happen, all the better to shape that which ultimately shapes us, personally and politically. A resolutely materialist spirituality based equally on science and science fiction: a wild feminist and afro-futurist ride! adrienne maree brown, co-editor of Octavia’s Brood: Science Fiction from Social Justice Movements, is a social justice facilitator, healer, and doula living in Detroit.

Failed communications are crippling workplaces across the globe - sapping energy from staff and weakening entire organizations. In this "edutaining" organizational fable, you'll get realistic scenarios and solutions, showing how individuals and organizations should address issues that cost organizations millions or even billions of dollars in wasted effort every year. "...most will recognize the real frustrations and challenges of a corporation, and a life, trying to pull itself back from disaster. I found myself thinking about my actions, or lack thereof, in similar situations from my past and wondering if I, too, could overcome my fear of moose on the table and lead change. Easy and fun to read, Moose on the Table might be just the tale for those about to embark on a quest for change in their own lives or organizations." Laurie Blake, Editor Workplace magazine "I just finished reading your book, Moose on the Table: A Novel Approach to Communications @ Work. I honestly couldn't put it down! I loved the book and the storyline. The characters are so true to life. I'm sure there are a lot of people out there who can seriously identify with one or more of these characters and situations. You hit the nail on the head (or should I say Moose head) and drove the message home. After reading the book, it has encouraged me to find my moose, work more effectively and have more courageous conversations with not only my own team but top management team members as well. No more going along to get along...that's not the kind of life I want to lead!" Belinda Pianezza, Product Manager HR.com

Nonprofit leadership is messy Nonprofits leaders are optimistic by nature. They believe with time, energy, smarts, strategy and sheer will, they can change the world. But as staff or board leader, you know nonprofits present unique challenges. Too many cooks, not enough money, an abundance of passion. It’s enough to make you feel overwhelmed and alone. The people you help need you to be successful. But there are so many obstacles: a micromanaging board that doesn’t understand its true role; insufficient fundraising and donors who make unreasonable demands; unclear and inconsistent messaging and marketing; a leader who’s a star in her sector but a difficult boss… And yet, many nonprofits do thrive. Joan Garry’s Guide to Nonprofit Leadership will show you how to do just that. Funny, honest, intensely actionable, and based on her decades of experience, this is the book Joan Garry wishes she had when she led GLAAD out of a financial crisis in 1997. Joan will teach you how to: Build a powerhouse board Create an impressive and sustainable fundraising program Become seen as a ‘workplace of choice’ Be a compelling public face of your nonprofit This book will renew your passion for your mission and organization, and help you make a bigger difference in the world.

One of the world's leading authorities on war and international politics synthesizes the vast history of strategy's evolution in this consistently engaging and surprising account of how it came to pervade every aspect of life.

In this definitive and revealing history, Henry Mintzberg, the iconoclastic former president of the Strategic Management Society, unmasks the press that has mesmerized so many organizations since 1965: strategic planning. One of our most brilliant and original management thinkers, Mintzberg concludes that the term is an oxymoron -- that strategy cannot be planned because planning is about analysis and strategy is about synthesis. That is why, he asserts, the process has failed so often and so dramatically. Mintzberg traces the origins and history of strategic planning through its prominence and subsequent fall. He argues that we must reconceive the process by which strategies are created -- by emphasizing informal learning and personal vision -- and the roles that can be played by planners. Mintzberg proposes new and unusual definitions of planning and strategy, and examines in novel and insightful ways the various models of strategic planning and the evidence of why they failed. Reviewing the so-called "pitfalls" of planning, he shows how the process itself can destroy commitment, narrow a company's vision, discourage change, and breed an atmosphere of politics. In a harsh critique of many sacred cows, he describes three basic fallacies of the process -- that discontinuities can be predicted, that strategists can be detached from the operations of the organization, and that the process of strategy-making itself can be formalized. Mintzberg devotes a substantial section to the new role for planning, plans, and planners, not inside the strategy-making process, but in support of it, providing some of its inputs and sometimes programming its outputs as well as encouraging strategic thinking in general. This book is required reading for anyone in an organization who is influenced by the planning or the strategy-making processes.

The Manual of Strategic Planning for Cultural Organizations adopts a hollistic approach to the creative world of cultural institutions. By encompassing museums, art galleries, gardens, zoos, science centers, historic sites, cultural centers, festivals, and performing arts, this book responds to the reality that boundaries are being blurred among institutional types—with many gardens incorporating exhibitions, many museums part of multidisciplinary cultural centers and festivals.. As cultural leaders transform the arts in the twenty-first century, this “whole career” manual will prepare readers for every stage. Three key areas covered are: Leadership change. This chapter explains the role of strategic planning when an institution is going through the process of hiring a new director. A question we are frequently asked is “Should the strategic plan precede the search process or should it wait until the new director takes up the position?” Institutional change. Increasingly, cultural organizations are going through major change: from public-sector agencies to nonprofit corporations; from private ownership to non-profit status; from nonprofit status to a foundation, and many other variations. This book addresses the role of strategic planning during these transitions. Staff empowerment. This manual addresses the opportunities for staff at all levelsto grow by participating in strategic planning. This edition focuses on how to engage and empower staff. A Guide for Museums, Performing Arts, Science Centers, Public Gardens, Heritage Sites, Libraries, Archives, and Zoos is a game-changing book with broad reach into the cultural sector, while still serving the museum community.

The third in Robert Greene's bestselling series is now available in a pocket sized concise edition. Following 48 Laws of Power and The Art of Seduction, here is a brilliant distillation of the strategies of war to help you wage triumphant battles everyday. Spanning world civilisations, and synthesising dozens of political, philosophical, and religious texts, The Concise 33 Strategies of War is a guide to the subtle social game of everyday life. Based on profound and timeless lessons, it is abundantly illustrated with examples of the genius and folly of everyone from Napoleon to Margaret Thatcher and Hannibal to Ulysses S. Grant, as well as diplomats, captains of industry and Samurai swordsmen.