The Journal of Organized Change
December 2021
a publication of Organized Change Consultancy

Scenario Planning Strategic Planinng Change Management

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Scenarios,Cover Strategies and Change
by David Chaudron, PhD
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Master of all You Survey
by David Chaudron PhD
List Price: $14.95
Dear {firstname},
We wanted to thank all of our new friends, colleagues and clients we met while Dr. Chaudron attending the Future Initiatives Forum in Riyadh, Saudi Arabia. Pictured here is Dr. Chaudron, our managing partner, Yahya Eben Zahem of Oshkosh Defense, and Tariq AlQahtani, Chairman, AlQahtani group of companies. 

For your reference,
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. 
For those of you who haven't received the Journal before, we summarize articles on strategic planning, the balanced scorecard, 360 feedback, training, employee surveys, teams, and Six Sigma. 
In addition, we've produced a 56-lesson elearning course in English and Arabic.
We are offering our readers a 30-day free trial.  More information and links are below.

David Chaudron, PhD, managing partner of Organized Change (, 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, and in Arabic at



قام ديفيد شودرون، دكتوراه، وشريك إداري في أورغانيزد شينج (، بإنشاء دورة تدريبية عبر الإنترنت باللغتين الإنجليزية والعربية على نموذج الأنظمة الخاص بأورغانيزد شينج. الدورة مكونة من 56 درسًا، وبعد اجتياز الاختبارات، يمنح المتابعين شهادات في هذا النموذج. تشمل هذه الوحدات تخطيط السيناريو، والتخطيط الاستراتيجي، وإدارة وتنفيذ التغيير، والتقييمات، والقياسات، والعمل الجماعي والتطوير. يمكنك الحصول على نسخة تجريبية مجانية لمدة 30 يومًا من دورة اللغة الإنجليزية من خلال التسجيل على الرابط التالي، أما بالنسبة لدورة اللغة العربية، فيتم التسجيل على الرابط التالي


رجاء ارسلها للمهتمين

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Best regards,

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

Strategic Planning

Sims, J., Powell, P., & Vidgen, R. (2016). A Resource-Based View of the Build/Buy Decision: Emergent and Rational Stepwise Models of Strategic Planning.

Strategic Change, 25(1), 7-26.

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

This article discusses a richer resource-based view of the emergent strategy. The authors recommend a diverse range of strategic option. The authors found that companies may ambidextrous approach seeking balance between planning and emergence in their strategy process. There two models of strategy development, which is rational stepwise, and emergent, ex-post, which relies on experimentation as the main driver for exploitation of new technologies. The authors suggest ex ante and ex post are the best types in extremes of a continuum. The two models for e-learning implementation make use of different capabilities, and these are deployed at different times, confirming the view of dynamic capabilities.

Balanced Scorecard

Humphreys, K. A., Gary, M. S., & Trotman, K. T. (2015). Dynamic decision making using the balanced scorecard framework.

The Accounting Review, 91(5), 1441-1465.

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

In this paper, the author's looks at how two balanced scorecard framework (BSF) elements that is, causal linkages between strategic objectives and time delay information in a strategy map, affects the long-term profit performance in a dynamic decision-making environment. Most organizations regard balanced scorecard framework as a significant management accounting development and managers use it frequently to inform their decision-making. Time delays are an dynamic feature organizations consider while allocating decisions and interpreting BSF feedback. The authors concludes that accurate time delay information, provision of this information can help decision makers improve performance and learning. Therefore, they say that "time delay information is most useful for decisions involving longer time delays and situations of high dynamic complexity."

360 Feedback

Kanaslan, E. K., & Iyem, C. (2016). Is 360 Degree Feedback Appraisal an Effective Way of Performance Evaluation?.

International Journal of Academic Research in Business and Social Sciences, 6(5), 172-182.

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

This article examines the effectiveness of 360-degree feedback implementations in rating employee performance. Many organizations have used the 360-degree feedback to evaluate development or performance in the organization. The author aimed at defining and discussing 360 degree feedback, comparing the process with the other methods and identifying whether this is a good way of performing appraising or not. The author found out that 360-degree feedback is effective in rating performance. Managers can effectively use the 360-degree feedback model to rate the performance of their employees during this tough business environment so that they can measure the returns the company gets in exchange of the salary the employees get.


Nadinloyi, K., Hajloo, N., Garamaleki, N., & Sadeghi, H. (2013). The Study Efficacy of Time Management Training on Increase Academic Time Management of Students.

Procedia - Social And Behavioral Sciences, 84, 134-138.

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

This paper shows the study to identify the effects of training both the public and private employer provided on wages of individual workers. This study aims to assess the effectiveness of time management on teaching academic time management of students. Proper time management is the key to success. This research is experimental. It uses statistical society, sample and sampling methods to study the population of undergraduates students of Mohaghegh Ardebili University and 70 were selected randomly into two experimental groups. Time management questionnaire was used to collect data, and the results showed that the intervention was effective in the experimental group.

Employee Surveys

Sanchez, P. M. (2016). The employee survey: more than asking questions.

Journal of Business Strategy, 28(2), 48-56.

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

This article seeks to enlighten companies about potential blocks as well as showing them the best practices to avoid those blocks. Once organizations avoid these blocks, they can significantly improve the odds of conducting a successful survey. Based on the challenging nature of the current business environments, organizations are investing large amount of energy, time, and financial resources in conducting employee surveys. It is becoming increasingly clear to organizations that employee engagement has a significant influence on organizational performance and can become a long-term source of competitive advantage. However, if nor conducted properly, the author argues that a survey runs the risk of destroying rather than building employee engagement.


Zawawi, A. A., & Nasurdin, A. M. (2016). Championing a team: reviewing the role of team composition, context, and trust on nursing team performance.

Australian Journal of Sustainable Business and Society, 2(1).

Additional articles on teams by Dr. Chaudron are here.

This article acknowledges the importance of teams in organizations. by concentrating on the effectiveness on teams in nursing, the author and provide an integrated review of the role of team composition and team context on team performance among Malaysian nursing teams as well as exploring the aspect of team trust in facilitating a high performing team. The authors describe team as a small number of people with complementary skills who are committed to a common purpose, performance goals, and mutual accountability. The authors continues to look at team performance, factors of team performance, team composition (team knowledge and skills), and team context (team identification and support).

Six Sigma

Formby, S. K., & Dave, D. S. (2016). Organizational Maturity Significantly Enhances Six Sigma Implementation Success.

IUP Journal of Supply Chain Management, 13(1), 7.

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

In this paper, the authors examine the three contextual factors and three factors generally related to organizational maturity in a six-sigma improvement culture. While Motorola implemented six-sigma leading to its success, most organizations fails to get much results from six-sigma. The author argues, "Success and failure factors highlight key factors such as management commitment and involvement, methodology and tools, six sigma training and skills, resources, and linkage with business as most important to achieving six sigma successes." In the study, the author finds out that senior management involvement and support along with resources and training skilled six sigma team leaders, well-formulated goals are all important to six-sigma implementation success.