ch shortfalls occur, including failure to anticipate changes, a targeted approach that is too narrow and that does not take enough peripheral factors into account, and failure to recognize the importance of an emerging trend. This latter issue has been identified as one that can occur due to shared information bias, a phenomenon that occurs when decision makers as a group undervalue one person's information because it conflicts with what they already believe (Baker, 2009, p. 1). This is one of the most salient issues behind faulty strategic planning, because people tend to be inflexible in their thinking and find it difficult to recognize when old paradigms are being overturned and new ones taking their place until well after the change has occurred. In a healthcare organization, strategic planning must meet its intended goals, and one way to ensure this is to deliberately encourage thinking outside the box augmented by breaking research of the healthcare industry to identify where changes are beginning to occur. In addition, strategic plann
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