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Found: A strong relationship between Organisational Behaviour
and
Strategic Conversation.

[Better Strategic Conversation = better organisation behaviour]

In a test of 380 participants from a variety of manufacturing, service, educational, government organisations, the relationship between the measured attributes of Strategic Conversation and the measure of Strategic Behaviour was .64 (r = .65, p < .001).  Using stratistical regression analysis, it was shown that Strategic Conversation could predict Strategic Behaviour (B = .83, p < .05)

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This is a remarkably strong relationship for any single aspect of organisational functioning to be able to predict strategic behaviour.  Almost all FADs attempt to influence performance by changing the behaviours, and wouldd love to have such a high impact.  This study shows another - easier - less expensive way.  Organisations with better Strategic Behaviour had better performance, or perhaps the organisations with better performance had better Strategic Behaviour.

Both interpretations are probably correct, although a separate study of the impact of learning and applying Strategic Conversation, showed that the conversation caused the behaviour, and conversation change caused behaviour change.

Almost no FAD or other popular organisational development program records this kind of strong connection.  While it is early days for Strategic Conversation yet, it is intuitively sensible.  There’s nothing tricky - or expensive - about it.

There is now strong empirical research support that simply improving Strategic Conversation improves the strategic behaviour of the organisation.

A parallel study of 70 organisations that started learning strategic conversation, gave similar relationship results to the above.

Contact us for more information info@strategic-conversation.com.au