A thank you to all of those we met in Abu Dhabi. We are providing this Journal to you as our way of thanks.

We hope everyone will have a great Summer, those in the US had a great Memorial Day, and Ramdan Kareem to our Muslim friends.
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Strategic Planning

Collaborative foresight: Complementing long-horizon strategic planning.

Kirk Weigand, Thomas Flanagan, Kevin Dye, Peter Jones (2013). Collaborative foresight: Complementing long-horizon strategic planning. Elsevier Inc.

The purpose of this study is to evaluate the effectiveness of facilitated collaborative foresight within a hierarchical organizational culture defined by a strong preference for rational, top-down strategic planning. In the study, the author stated that bottom-up strategic planning as a complement to top-down strategizing.

To read the longer summary, click here.

Additional articles on strategic planning by Dr. Chaudron are available here.


Balanced Scorecard

Constructing a strategy map for banking institutions with key performance indicators of the balanced scorecard.

Wu, H. (2012). Constructing a strategy map for banking institutions with key performance indicators of the balanced scorecard. Evaluation and Program Planning, 35, 303-320.

As a result of global financial crises and the international market crash that started in 2007 numerous companies have collapsed or have been bought out by bigger companies. More specifically, the financial sector and the banking industry worldwide have gone through their economic melt down. What should their new strategy map be?

To read the longer summary, click here.

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


360 Feedback

A 360-degree performance appraisal model dealing with heterogeneous information and dependent criteria.

Espinilla, M., Andres, R., Martinez, F. J., & Martinez, L. (2013). A 360-degree performance appraisal model dealing with heterogeneous information and dependent criteria. Information Science, 222, 459-471.

Performance appraisals are a key tool to use specially in companies that provide information about employee's performance in order to make important decisions regarding the client company. These decisions include salary adjustments for the employees, promotions, identification of training and development needs, assessing individuals for hiring and firing to name a few. A 360-degree performance appraisal is used as a tool to provide these evaluations about the issues that were mentioned.

To read the longer summary, click here.

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


Training

Training and Development: A jump starter for employee performance and organization effectiveness.

Devi, V., & Shaik, N. (2012). Training and Development: A jump starter for employee performance and organization effectiveness. International Journal of Social Science & Interdisciplinary Research, 1(7).

Training and development programs are very crucial to the employees as well as their organization. Research has shown and it has been well understood by the organizations that the organization's most values asses is human capital and it is an undisputed fact that effective training is investment in the human resources of the organization with both immediate and long term return on investments. This paper is based on the review of different literature on various viewpoint regarding training and performance.

To read the longer summary, click here.

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


Employee Surveys

Engaging employees in interpreting survey results: using PathMAP as a tool to drive understanding and change.

Own, K. Northcutt, N. Dietz, A. S. (2015). Engaging employees in interpreting survey results: using PathMAP as a tool to drive understanding and change. Sage. 5(1). doi:10.1177/2158244013562521.

The article discusses and evaluates the level of engaging employees in the interpreting survey results. The authors used PathMAP as a tool to help clients understand the system in order to change and improve its performance. The goal of the article is to introduce PathMAP and its benefits and show how it can be used in interpreting survey data.

To read a longer summary, click here.

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


Teams/Facilitation

A Theory of Team Coaching.

Hackman, J. R., & Wageman, R. (2005). A Theory of Team Coaching. Academy of Management Review, 30(2), 269-287.

After briefly reviewing the existing literature on team coaching, the purpose of this article is to propose a new model with three distinguishing features. The first branch of this model focuses on the function that coaching serves for a team rather than a specific individual. The second branch is to identify the specific times in the task performance process where coaching interventions are most likely to have their intended effects. Lastly, the model presents conditions under which team-focused coaching is likely to facilitate performance.

To read a longer summary, click here.

Additional articles on teams by Dr. Chaudron are here.


Six Sigma

Critical success factor of Six Sigma implementation in Italian companies.

Burn, Al. (2010). Critical success factor of Six Sigma implementation in Italian companies. International Journal of Production Economics.

The present paper discusses the result of the research projects going on at Politecnico Di Milano, aiming to understand the idiosyncrasies of Six Sigma implementation in Italian companies. The main question this study is trying to answer is that are Italian companies implementing Six Sigma exactly the way it is suppose to be implemented? Or is there an Italian version of this process? This research is based on real life application of Six Sigma in an Italian organization.

To read a longer summary, click here.

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