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

David Chaudron, Phd, our managing partner, will be in Riyadh and Dammam between Feb 21 and March 7, and will be in Frankfurt Germany from March 7 to March 11. Please contact us before then to setup and appointment with him. You may either email us, or call/WhatsApp at 1 858 694 8191.

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 different splits within the Republican and Democratic parties; factors affecting who takes risks, and why; making money from pot; and building your own internet.

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Strategic Planning

Scenario Planning Strategic Planinng Change Management

Strategic planning as communicative process

Clark, Timothy ; Cooren, François ; Cornelissen, Joep P ; Kuhn, Timothy ; Spee, A. Paul ; Jarzabkowski, Paula

Organization Studies, 2011, Vol.32(9), pp.1217-1245

This paper examines the construction of a strategic plan as a communicative process. Drawing on Ricoeur's concepts of decontextualization and recontextualization, we conceptualize strategic planning activities as being constituted through the iterative and recursive relationship of talk and text. Based on an in-depth case study, our findings show how multiple actors engage in a formal strategic planning process which is manifested in a written strategy document. This document is thus central in the iterative talk to text cycles. As individuals express their interpretations of the current strategic plan in talk, they are able to make amendments to the text, which then shape future textual versions of the plan. This cycle is repeated in a recursive process, in which the meanings attributed to talk and text increasingly converge within a final agreed plan. We develop our findings into a process model of the communication process that explains how texts become more authoritative over time and, in doing so, how they inscribe power relationships and social order within organizations. These findings contribute to the literature on strategic planning and on organization as a communication process.

To read the full summary, click here.

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

Balanced Scorecard

Standing on the shoulders of strategic management giants to advance organizational project management Nathalie Drouin ; Kam Jugdev

International Journal of Managing Projects in Business, 2014, Vol.7(1), p.61-77

The purpose of this paper is to examine relevant issues within the strategic management domain related to concepts and terms used within the resource-based view and dynamic capabilities (DC) theory. The paper explains how these theories from strategic management can be translated for organizational project management (OPM). The paper also shares lessons learned by the co-authors as used in project management. Based on a literature review and research experience of co-authors, the paper bridges two theories from the strategic management field to OPM and demonstrates conceptual challenges experienced.The paper outlines how theories from strategic management can be adopted to OPM. Since OPM is evolving, there is merit in drawing from a solid theoretical foundation such as those found in strategic management.

To read the full summary, click here.

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

360 Feedback

Assessing leadership derailment factors in 360° feedback; Differences across position levels and self-other agreement

King Yii Tang ; Guangrong Dai ; Kenneth P. De Meuse

Leadership & Organization Development Journal, 2013, Vol.34(4), p.326-343

This paper aimed to examine the relationship between 360° assessment of leadership derailment factors and leadership effectiveness, differences across position levels, and impact of self-other agreement. The data were from an archive of 360° feedback Boss ratings of leadership effectiveness were regressed on leadership derailment factors as rated by other rater sources (e.g. peers and direct reports). Polynomial regressions were conducted to examine the impact of self-other agreement.

To read the full summary, click here.

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


Incompetency training: Theory, practice, and remedies

Woodside, Arch G. Journal of Business Research, March, 2012, Vol.65(3), p.279(15)

"Incompetency training" includes formal and informal instruction that consciously (purposively) or unconsciously imparts knowledge, attitudes, beliefs, and behavior (including procedures) that are useless, inaccurate, misleading, and/or will lower performance outcomes of the trainee versus no training or training using alternative training methods. This editorial is to stimulate research interest among scholars in incompetency training theory, evidence, and the efficacy of remedies. The editorial offers an early workbench model of incompetency training theory. The theory includes the proposition that executives and associates in firms, academia, and government organizations consciously as well as unknowingly offer incompetency training in many contexts. Increasing trainees' vigilance and ability to recognize exposure to incompetency-training may help trainees to decrease the effectiveness (impact) of exposures to incompetency training -- advancing incompetency training theory and knowledge of incompetency training practice may be necessary conditions for remedying negative outcomes that follow from trainees receiving such training. Available evidence supports the first proposition and, to a limited extent, the second proposition

To read the full summary, click here.

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

Employee Surveys

Nonresponse in Employee Attitude Surveys: A Group-Level Analysis

Fauth, Thorsten ; Hattrup, Kate ; Mueller, Karsten ; Roberts, Brandon

Journal of Business and Psychology, March, 2013, Vol.28(1), p.1(16)

Given the common practice of using employee attitude surveys as a group-level intervention, this study used a group-level approach to examine the relationship between group satisfaction and group nonresponse. Samples from four large organizations enabled job satisfaction scores to be aggregated to the work group level and correlated with group-level response rates. Additional regression analysis was conducted to control for a number of confounding variables at the group level.

To read the longer summary, click here.

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


Team establishment of self-managed work teams: a model from the field

Emmett E. Perry Jr ; Dennis F. Karney ; Daniel G. Spencer

Team Performance Management, 2013, Vol.19(1/2), p.87-108

The purpose of this paper is to describe a model of team establishment that emerged from 64 teams comprised of mid-career working professionals. A total of 64 similarly configured 18 member teams assembled for work on the same day and, afterwards, worked on similar tasks. A single representative team was observed throughout its process of its formation-establishment-using participant observation and interviews. A case report describing the process was co-constructed afterward.

To read a longer summary, click here.

Additional articles on teams by Dr. Chaudron are here.

Six Sigma

The continuing evolution of Lean Six Sigma

The TQM Journal, 2012, Vol.24(6), p.542-555

The purpose of this paper is to identify challenges related to the implementation of Lean Six Sigma (LSS) principles and techniques. Particular emphasis is placed on the changes needed to ensure that LSS continues to support an organization's competitiveness. Design/methodology/approach - The methodology begins with a review of the projections of business experts as they relate to the practice of LSS. Then, the ASQ Six Sigma Body of Knowledge forms the basis of a reconciliation of these changes and the methods currently employed by LSS practitioners: Rigorous value definition, vigorous accounting for risk, global workforce considerations, and international regulatory concerns. specifics are offered that explain how LSS practitioners need to respond.

To read a longer summary, click here.

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