Environmental Scanning Is . . .
| the process of taking stock and involves thorough examination
of both the internal status of the organization and the external
context in which it is situated |
| a method that enables decision makers both to understand the
external environment and the interconnections of its various sectors
and to translate this understanding into the institution’s
planning and decision-making processes |
| a kind of radar to scan the world systematically and signal
the new, the unexpected, the major and the minor |
| the gathering, analysis and use of information about events,
trends and relationships in an organization’s surroundings—the
knowledge of which is used in planning the organization’s
future. Environmental scanning is the process of using information
about the world in decision making. |
the exploration phase of a strategic planning process
Scanning is our opportunity to take a fresh, objective look at
educational needs. |
Objectives of Environmental Scanning:
- Detecting important economic, social, cultural, environmental,
health, technological, and political trends,situations, and events
- Identifying the potential opportunities and threats for the institution
implied by these trends, situations, and events
- Gaining an accurate understanding of your organization’s
strengths and limitations
- Providing a basis for analysis of future program investments
Typical Components:
- Summary and analysis of economic, social, cultural, environmental,
health, technological, and political data pertinent to the topic/area
- Information collected from external public and private organizations
and agencies on issues involved with the topic/area
- Information from existing and potential stakeholders re interests,
needs, opportunities, and potential collaborations
- Assessment of your organization’s current program direction,
capabilities, and opportunities
General Environmental Scanning Benefits in
Higher Education:
- Detecting scientific, technical, economic, social, and political
trends and events important to the institution
- Defining the potential threats, opportunities, or changes for the
institution implied by those trends and events
- Promoting a future orientation in the thinking of management and
staff
- Alerting management and staff to trends that are converging, diverging,
speeding up, slowing down, or interacting.
- Scanning provides strategic intelligence useful in determining organizational
strategies.
Some Common Hazards:
- Failure to incorporate diverse sources of information and diverse
viewpoints
- Failure to consider both external and internal perspectives
- Accepting felt needs and opportunities solely at face value Failure
to triangulate by using multiple methods
- Failure to triangulate by viewing data through difference “lenses”
- Failure to consider micro and macro environment interactions
- Taking a deficit approach by exploring only needs and constraints
without seeing opportunities and assets
- Being too superficial/global or too narrowly focused
- Not involving those who can act on the information
- Promoting unrealistic expectations
- Lack of decision criteria
Principles of Scanning:
- Explore both sides of the ledger to gain a complete picture
- Think micro and macro
- Use multiple lenses to look at the same information or situation
(Economic, social, cultural, environmental, health, technological,
and political)
- Look for ways to triangulate information
- Think beyond felt needs and opportunities
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