While there are a number of models for creating change, many do not address the impact that emerging ideas have on the current organization. Prominent performance analysis models, such as those advocated by Kaufman (2000, 2006), Mager and Pipe (1984), and Harless (1970), point to improvements that can be made once an analysis is performed that compares expectations and results. This type of examination espouses the “If it ain’t broke, don’t fix it” reactive philosophy. While extremely beneficial for fixing performance concerns, this approach does not serve to prevent performance problems by means of proactive planning. Thus, an institution might be busily engaged in fixing performance problems based on the evaluation of the past ...
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