This article was written in response to the editor's invitation to provide an alternative perspective to Zarestky and Cole's article in this same issue. While appreciating the perspective provided, I question the assumption that SOAR (strengths, opportunities, aspirations, results) as an approach to strategic planning will strengthen organization development. From among many concerns that I have with this approach, I offer four with brief explanations: the lack of systems thinking associated with positive psychology, the lack of efficacy associated with traditional strategic planning, the failure of a results orientation in a field that applauds continuous improvement, and the inability to identify the necessary data to support either SWOT (strengths, weaknesses, opportunities, threats) or SOAR.