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I. Formulating the messA. Systems analysisII. Ends planningA. Selecting a missionIII. Means planningA. Formulation or identification of alternative meansACKOFF’S METHOD1/10/1992I. Formulating the messA. Systems analysis1. The nature of the business2. Past and present performance3. The business environment4. The structure of the organization5. Management style6. Rules of the game7. Personnel policies and practices8. OperationsB. Obstruction analysis1. Internal obstructionsa. Conflicts between individualsb. Conflicts between individuals and the organization or parts of itc. Conflicts within unitsd. Conflicts between units at the same levele. Conflicts between units at different levelsf. Conflicts within the organization as a whole2. External obstructionsC. Reference projections1. Measures of performance2. AssumptionsD. Reference scenarioII. Ends planningA. Selecting a mission1. The business the organization wants to be in2. What effects it wants to have on each class of its stakeholdersB. Specifying desired properties of the system planned forC. Idealized redesign of that systemD. Selecting the gaps between this design and the reference scenario which planning willtry to closeIII. Means planningA. Formulation or identification of alternative means1. Selecting relevant controllable variables2. Controlling uncontrolled variables3. Relating variables to outcomesB. Evaluation of alternative means1. The use of models in evaluating means2. Testing models3. The heuristic use of modelsIV. Resource planningA. Inputs (materials, supplies, energy, and services)B. Facilities and equipmentC. PersonnelD. InformationE. Financial planningV. Implementation and


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GWU MGT 201 - ACKOFF’S METHOD

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