Those of you who know me know that Roger Martin’s message is one I carry with me when talking about strategic planning. For schools, it's often received with some skepticism and I get lots of healthy and thoughtful pushback. Board members often worry that the process I propose for strategy development is not logical or linear enough. It feels uncertain and ambiguous. Some want to quickly get to metrics; they want to begin with data and work off benchmarks. Some confuse an organizational audit with strategy. Faculty often react a bit differently: ranging from enormously excited to somewhat unglued or deeply resistant. It's either an adventure or it’s disruptive; either way, it’s hard work. It requires us to open up, to test our assumptions about how we operate, and to examine possibilities that might change our current reality.