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By Bea La O', MSLOC 2014 Capstone Research "This study seeks to understand how managers make strategic decisions through the lens of three approaches proffered by Mintzberg and Westley (2001): "think-first," procedural rationality, "see-first," insight and intuition, and "do-first," sensemaking. Through interviews with six leaders on strategic decision issues that range from changing the growth strategy of a large healthcare firm to redefining the talent management framework of a large quick service restaurant company, the study finds managers switch between the three approaches over the course of considering a decision issue. It also finds managers manage the inherent tension between "thinking-first," "seeing-first," and "doing-first," and socialize decision issues with stakeholders using "think-first," procedural rationality, and "do-first," sensemaking. "

Author: Matt Palmquist April 9, 2014 Shared by: Andee Weinfurter, MSLOC student Bottom Line: Companies gain a competitive advantage when different divisions, such as sales and marketing, share non-quantifiable information. But to support the flow of this all-important tacit knowledge, managers must encourage social ties and cross-functional relationships.

In This Issue Think Differently: How can organizations prepare change leaders for VUCA (volatility, uncertainty, complexity and ambiguity)? Community Buzz - The power of being mindful in the workplace - Talent Management: Looking beyond the resume MSLOC Community Snapshots - People on the Move

In This Issue Think Differently: How can organizations prepare change leaders for VUCA (volatility, uncertainty, complexity and ambiguity)? Community Buzz - The power of being mindful in the workplace - Talent Management: Looking beyond the resume MSLOC Community Snapshots - People on the Move

By Art Kleiner in strategy+business | booz&co. March 11, 2014 Shared by Eric Fridman, MSLOC Student "The idea of using mindfulness as a guide to better business practices has taken on such currency as a management fad lately that it already has a detractor: The New Republic's Silicon Valley curmudgeon, Evgeny Morozov. Known for his skepticism about Internet-fueled democracy, Morozov has penned a new article called "The Mindfulness Racket," in which he claims that workplace meditation-the leading edge of the fad-is a weak substitute for the substantial change that businesses really need. "

Author: Rick Wartzman Shared by: Andee weinfurter Date: Oct 16, 2014 For Drucker, the newest new world was marked, above all, by one dominant factor: "the shift to a knowledge society."

By Aliah D. Wright in SHRM MSLOC alumnus, Judah Kurtz, is quoted in this article. Embrace the Inevitable For any of this to work, companies are going to have to take a leap of faith and embrace working in new ways. "To communicate more extensively and effectively, embracing technology inside the enterprise to leverage that is going to become that much more essential," said Judah Kurtz, senior manager of the talent solutions practice and an executive coach in the executive coaching practice at BPI group in Chicago. "If you can understand the knowledge and expertise of people throughout the organization … [they] are the ones who are going to be able to share information and documents and best practices and data or whatever ends up becoming an opportunity for us to have this back-and-forth dialogue," he said. Experts say that's when the real benefits begin.

Using meditation in the classroom to improve focus. Summarizes research on multi-tasking with technology. Includes reading recommendations.

Practical Issues for Organizations: An Open Online Seminar Fall 2013 Facilitators: Jeff Merrell, MSLOC & Kimberly Scott, PhD

Author: Susan Scrupski Shared by: Jeff Merrell, MSLOC Faculty April 24, 2014 My friends and colleagues at Change Agents Worldwide are kicking off a "blog carousel" to address all these reasons why organizations can't change. This list was carefully compiled by a Product Engineer of the Milwaukee Gear Company in 1959. These objections still live on today in memos, meetings, analysis decks, and teleconference calls over a half-century later.