Technical communication managers may not be practicing strategic planning because they receive mixed messages about the need to plan and the need to be flexible and receptive to change. Yet today's manager must have "bifocal vision": the ability to both commit to a plan that creates
operational efficiency and to anticipate (and participate in) its change. A strategic plan must be understood as a living document—created to be updated. This article integrates current management theory on strategic planning with the author's experiences in strategic planning as an
information systems manager. Written and oral communication have significant roles in creating, disseminating, and implementing strategic plans. Vision and mission statements, workplans and project management, steering committees and status reports are the means to "live out the plan." Finally,
the article provides recommendations for technical communication professionals.
Document Type: Research Article
Publication date: November 1, 1997
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Technical Communication, the Society's journal, publishes articles about the practical application of technical communication theory and serves as a common arena for discussion by practitioners. Technical Communication includes both quantitative and qualitative research while showcasing the work of some of the field's most noteworthy writers. Among its most popular features are the helpful book reviews. Technical Communication is published quarterly and is free with membership.