ABSTRACT
INTRODUCTION Generally, institutions are more adept at making decisions on how to implement activities than deciding what results should be accomplished in the fi rst place. Consequently, many institutions develop strategic plans that eff ectively delineate specifi c activities (such as expanding distance education off erings) without comparing them against alternative solutions or clearly aligning them with desired results and consequences. Institutions therefore oft en fail to accomplish their institutional or societal aspirations since they are working from a strategy based on an assumed, or vaguely defi ned, destination and the premature selection of activities.
