This book is essential reading for anyone in an organization who is influenced by the planning of the strategy-making process. Acknowledgements, Introduction: The ''Planning School'' in Context, Planning and Strategy, Models of the Strategic Planning Process, The Basic Planning Model, Decomposition the Basic Model, Sorting Out the Four Hierarchies: Objectives and Budgets and Strategies and Programs, Evidence of Planning, Some Deeper Evidence, Planners' Responses to the Evidence, Some Real Pitfalls of Planning, Planning and Commitment, Planning and Change, Planning and Politics, Planning and Control, Fundamental Fallacies of Strategic Planning, The Fallacy of Predetermination, The Fallacy of Detachment, The Fallacy of Formalization, Planning and Plan and Planners, Coupling Analysis and Intuition, Role of Planning: Strategic Programming, First Role of Plans: Communication Media, Second Role of Plans: Control Devices, First Role of Planners: Finders of Strategy, Second Role of Planners: Analysts, Third Role of Planners: Catalysts, The Planner as Strategist, A Plan for Planners, Planners in Context, Index.