A wonderful Spring to all of our readers!
Announcements and articles are below.
As a reminder: 
David Chaudron, PhD, our managing partner, has published Scenarios, Strategies and Change, on how to integrate scenario planning, strategic planning, organizational change and teamwork. It's available from Amazon in our book section on the left. 
In addition, we've produced a 56-lesson elearning course in English and Arabic.
We are offering our readers a 30-day free trial without asking for credit cards or Paypal. More information and links are below.

David Chaudron, PhD, managing partner of Organized Change (https://wwworganizedchange.com), has created an online course in English and Arabic on the Organized Change Systems model. This 56-lesson course, upon passing tests, will make them certified in this model. Modules include scenario planning, strategic planning, managing and implementing change, assessments, measurements, teamwork, and development. You can start a 30-day trial without credit card or payment in English at  https://courses.organizedchange.com/enroll/938336?price_id=1027686, and in Arabic at https://courses.organizedchange.com/enroll/1167658?price_id=1318006


We are interested in your comments and feedback. Please click here to do so.

Best regards,

nameimg David Chaudron, PhD
managing partner
Organized Change
1 (858) 694 8191 voice and Whatsapp
dchaudron Skype

Strategic Planning

Scenario Planning Strategic Planinng Change Management

Smith, J (2013). Strategic continuity planning: the first critical step.

Journal of business continuity & emergency planning, 7(1), 6-12.

Organizations have recognized the need for strategic planning, as good strategic plans substantially increase the likelihood of business success. Strategic planners have to overcome several obstacles to be effective. Many companies and businesses have realized that a company needs a comprehensive all-inclusive business continuity plan. This paper discusses the importance of strategic continuity planning.

Strategic continuity planning has also been important for businesses where potential clients request for a business continuity plan as a precondition of doing business with them. The author suggests that companies without a "plan" often tempted to go out and hire a person to create a plan for them. The author argues that this approach will probably not work in a real situation. This paper addresses the shortcomings of producing tactical documentation and calling it 'The Plan', and discusses ways to engage management in the development of a corporate strategy to be used during and after an event.

Balanced Scorecard

Peters, D. H., Ayan Ahmed, N., Singh, L. P., Kakar, F. K., & et al. (2007). A balanced scorecard for health services in Afghanistan.World Health Organization.

Bulletin of the World Health Organization, 85(2), 146-151.

Additional articles by Dr. Chaudron on the Balanced Scorecard are available here.

Identifying the required performance measures for any activity is essential for the business and services and should be considered as an integral part of any strategy. This paper discusses the case of developing a balanced scorecard to monitor the progress of its strategy to deliver a basic package of health services in Afghanistan. This study is the first effort of using BSC in a developing country.

The study benefited from a big sample where data was collected at 617 health facilities, 5719 observations of patient-provider interactions, and interviews with 5597 patients, 1553 health workers, and 13,843 household. The results from the survey showed that health services were found to be reaching more of the poor than the less-poor population, and providing for more women than men, both key concerns of the government. The study also provided results on other aspects of health services in Afghanistan's context.

The innovative adaptation of the BSC in Afghanistan has provided a useful tool to summarize the multidimensional nature of health-services performance, and is enabling managers to benchmark performance and identify strengths and weaknesses in the Afghan context.

360 Feedback

Brett, J., Joan, F. B., & Leanne, E. A (2001). 360 degree feedback: Accuracy, reactions, and perceptions of usefulness.

Journal of applied psychology, 86(5).

Additional articles on 360 feedback by Dr. Chaudron are available here.

360 feedback has been around for a long time and has increasingly become embedded in many human resources processes applied at individual, group and organizational levels. This study examines how 360 feedback ratings and self-other rating discrepancies related and self-other rating discrepancies related to reactions to feedback, perceptions of feedback accuracy, perceived usefulness of the feedback, and recipients' receptivity to development.

The study was conducted on 125 students of business administration program (MBA) and had an average age of 27.87 years. The study results show that that less favorable ratings were related to beliefs that feedback was less accurate and to negative reactions. The authors also show that negative reactions and perceptions that feedback was less accurate was related to beliefs that feedback was less useful while these people were also perceived as less development-focused by a facilitator. The authors also discuss the impact of goal orientation and its impact. The findings from this study question the widely held assumption that negative and discrepant feedback motivates positive change.


Lee, D. S. (2009). Training, wages, and sample selection.

The Review of economic studies, 76(3).

Additional articles on training by Dr. Chaudron are available here.

Training has many benefits for your staff: they acquire new skills, increasing their contribution to the business and building their self-esteem. For decades many countries around the world have administered government sponsored training programs which are designed to improve the labor market outcomes of the unemployed or economically disadvantaged. This paper is an effort to empirically asses the wage effects of the Job corps program which is one of the largest federally funded job training program in the US.

The study had a sample of 15,386 individuals which were interviewed at random assignment, and at three subsequent points in time: 12, 30, and 48 months after random assignment. The wage rates and employment status can be effected by the training program. This paper develops an intuitive trimming procedure for bounding average treatment effects in the presence of sample selection. The study presents the result on the effect of the training program and show that the program raised wages, consistent with the notion that the Job Corps raises earnings by increasing human capital, rather than solely through encouraging work.

Employee Surveys

Rogelberg, S. G., Rogelberg, S. G., Luong, A., Sederburg, M. E., & Cristol, D. S. (2000). Employee attitude surveys: Examining the attitudes of noncompliant employees.

Journal of applied psychology, 85(2), 284-293.

For additional articles on employee surveys by Dr. Chaudron, click here.

Employee surveys is a tool used by organizations to gain feedback on and measure employee engagement, employee morale, and performance. This study aims to examine the attitude of noncompliant employees using employee surveys. The study had participation from 194 employees from a wide variety of organizations who refuse to respond to an employee survey request to find out the attitudes of these noncompliant employees.

The survey results showed that those who didn't comply with the survey request possessed greater intention to quit, less organizational commitment and less satisfaction towards their supervisors and their jobs. The noncompliant employees also had negative beliefs regarding how organizations handle their employee survey data and no significant differences were found for other items like demographic variables, satisfaction with pay and promotion opportunities. The study concludes with practical implications of this survey research and methods to address nonresponse and noncompliance.


Hu, J., & Liden, R. C (2015). Making a Difference in the Teamwork: Linking Team Prosocial Motivation to Team Processes and Effectiveness.

Academy of Management journal, 58(4), 1102-1127

Additional articles on teams by Dr. Chaudron are here.

If you want to get better at leading team development your teams, you need to develop synergy and building synergy takes time and effective facilitation. Although research has focused on team motivation but only a few studies have focused on prosocial motivation. In this study the authors proposed a theoretical model that links team prosocial motivation to team effectiveness as mediated by team processes.

The paper presents findings from two studies where this model is tested. In Study 1, a field study with three-source data collected from 310 members of 67 work teams over four time periods, and Study 2, a laboratory experiment with 124 four-person teams in which team prosocial motivation is manipulated. The authors find that in both studies there was support for indirect effects of team prosocial motivation on team performance and team organization citizenship behavior (OCB) through the mediating role of team cooperation. Another aspect was studies which was voluntary turnover and the authors show that in both studies this was indirectly affected by team prosocial motivation through team viability.

Six Sigma

Knapp, S. (2015). Lean Six Sigma implementation and organizational culture.

International Journal of Health Care Quality Assurance, 28(8), 855-863.

Additional articles on TQM/Six Sigma by Dr. Chaudron are available here.

Lean Six Sigma is a method that relies on a collaborative team effort to improve performance by systematically removing waste and reducing variation. Managers understanding the quality initiative cultural underpinnings, are attentive to the culture-shared values and norm's influence can utilize strategies to better implement Lean Six Sigma.

This paper aims to examine the relationship between four organization cultural types defined by the Competing Values Framework and three Lean Six Sigma implementation components - management involvement, use of Lean Six Sigma methods and Lean Six Sigma infrastructure.

The author collected survey data of 446 human resource and quality manager from 223 hospitals in Maine, New Hampshire, Vermont, Massachusetts and Rhode Island using the Organizational Culture Assessment Instrument. 104 completed responses were received and analyzed using MANOVA and showed that management support was a significant while infrastructure and using lean six sigma methods were not significant. Further analyses showed that group and development cultures having significant interaction with management support. The author also presents the practical implication of this study findings.