If you are hitting against a tennis backboard you next shot is dictated by your last stroke.  The height, speed, spin are already inputs as the tennis ball bounces against the backboard.  If you are playing another person your challenger can alter the inputs and completely change the pace, location and appearance of the return.

I am reminded of this when organizations only look internally for clues about their culture, strengths and perception.  Performing a SWOT (strength, weakness, opportunities, threat) analysis by asking only insiders to respond has challenges.  Some organizations have a strong resistance to ask the broader community about their perception of the enterprise.  There is a belief that what the board, staff and close donors perceive about the organization is what the rest of the community sees.  SWOT analysis can be like planning tennis against a backboard, you control the inputs.

What is the cost of planning for the next 3-5 years without confirmation of how the community perceives your organization?  What is the value of asking for advice from your members and community?  Are you transparent if you do not include a broader constituency in your planning?