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

A happy upcoming spring to you. Dr. Chaudron, our managing partner, will be in Jeddah, Saudi Arabia from March 15 to 17, Doha Qatar from March 18 to 19, Riyhadh March 19 to 22, and in Frankfurt from March 22 to Mach 27. If you have interest in contacting him, please email him.

Signposts and Indicators our monthly summary of important political, economic, social and technological changes that affect organizations will benefit your long-term decision-making is available.
In this issue: The recent moves of the new Secretary of State, John Kerry; The improving US economy; declining violence in Africa, and your stress level can shorten your caps.

We have also created a periodic blog, the Impatient Strategist. Our latest entry is a primer on mergers and acquisitions. You can view it here, and also subscribe to the @OrganizedChange twitter feed.
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Best regards,

David Chaudron, PhD
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Organized Change
dgc@organizedchange.com
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Strategic Planning

Decision making and planning under low levels of predictability: Enhancing the scenario method

Wright, G. & Goodwin, P. (2009). International Journal of Forecasting, 25, 813-825. doi:10.1016/j.ijforecast.2009.05.019

This article reviewed scenario planning as a decision making and planning tool for future with low predictability. The authors proposed four principles for enhancement of scenario planning technique to cope with unpredictability. Firstly, mental frames and the boundaries of uncertainty must be challenged. Secondly, the stakeholders' interests and values must be understood and incorporated. Thirdly, the scenarios should be. Finally, the strategic options in the scenarios must allow flexibility, diversification, and ensurability.

To read the full summary, click here.

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


Balanced Scorecard

Experimental balanced scorecard research: Implications for practitioners

Upton, D. R. (2012). Management Accounting Quarterly, 13(4),25-31.

This article explores prior balanced scorecard (BSC) research, and discusses managerial implications. Specifically, the article focused on issues such as common-measures biases, presentation of the information, and increased managerial involvement in selection of performance measures. Research indicated that the common-measures bias can be mitigated if the managers are held accountable for justifying their judgment or if the managers are given report that assures all BSC measures are relevant. Another approach is to give managers BSC training to ensure that they have well-rounded knowledge about the BSC, and strategic implication. In terms of the presentation of the information, the research suggests how the information provided by the BSC is organized and framed would enhance managers' decision making. Specifically, when the manager is evaluating multiple units, providing tabular information in addition to the BSC enhances consistency and consensus. Finally, the self-serving bias arising from involvement in selection of the measures is indicated to be eliminated when causal linkage of the measures is provided.

To read the full summary, click here.

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


360 Feedback

360 instruments are the most popular way to assess leadership

Brotherton, P. (2012). T+D, 66(8), 18.

The article reports that among the list of major assessments used in 610 companies, 360-degree instrument was found to be the most used instrument. However, there is no single silver bullet in the assessments. Assessments are often used in combination, and the right combination depends on organizational culture, and the objectives. The author emphasizes that when assessments are conducted, it is important to run follow-up studies to evaluate the effectiveness of the assessments combination.

To read the full summary, click here.

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


Training

How to Take Advantage of Online Training Tools

Entrepreneur, October 31, 2012

Online employee training resources are becoming increasingly popular. Many entrepreneurs are taking advantage of online resources in terms of the cost of time and money over more traditional onsite training. The article lists five factors to consider when choosing online training. The first factor is specificity. The second factor is flexibility. The third is availability of mobile option. The fourth is an option to learn from the true experts in the field. Finally, thorough research in advance is important to choose quality training.

To read the full summary, click here.

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


Employee Surveys

Social technologies: Crossing the next threshold.

Bughin, J., & Chui, M. (2013). Mckinsey Quarterly, (1), 76-77.

In this article the author looks at the use of social media by businesses, as of 2013. Bughin reports on the Mckinsey survey that surveyed over 3,500 executives worldwide about social technology usage in their organizations. According to the Mckinsey survey executives expect organizational change could spur further benefits over a brief period, since social technologies have expanded. Due to the growth of social technologies they are discovering limited experiments at the edge of some corporate practices to what's now mainstreaming. This is placing corporations at the crossroads. Although some organizations may be at the crossroads with social technologies, the respondents discuss the pros and cons of social media.

To read the longer summary, click here.

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


Teams/Facilitation

Even Great Teams Need a Tune-Up.

Lloyd, J. (2012). Receivables Report For America's Health Care Financial Managers, 27(5), 5-6.

Lloyd provides an answer to a question on how to make a talented and dedicated team of health care facility managers get back their confidence. This question addresses a mid-size healthcare facility that used to run smoothly with a talented and dedicated team. However, within the last year, this facility has observed their employees' finger pointing and blaming each other when a problem occurs instead of working together as team to solve the issue. According to Lloyd this is a common problem within the current healthcare industry because they are experiencing a tremendous amount of change. In order for the healthcare facility to adapt to the changing environment they need to think of it as a business and address the team dynamics shifts. This is why Lloyd recommends the facility a tune-up to regain a healthy team atmosphere.

To read a longer summary, click here.

Additional articles on teams by Dr. Chaudron are here.


Six Sigma

Vital missing link in organizational transformation.

Ramakrishnan, S. (2013). Industrial Management, 55(1), 8-9.

Ramakrishna discusses how an organization can sustain organizational transformation with lean and Six Sigma. Ramakrishna addresses the most common reasons why organizations fail due to their lack of focus on culture and transformation leadership. This is why it is critical that organizations understand their readiness for change, and they should focus on their transformation leadership team to be successful. Having effective transformation involves employees and ensures the organizations transformation is from the top-down with with bottom-up implementations. An organizations success is based on their culture and leadership skills.

To read a longer summary, click here.

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