Initial Report


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Initial report on the results of both

the Strategic Conversation questionnaire study and

6-month Strategic Conversation skills-development program

Beginning late 2003, hundreds of organisations in Brisbane (Australia) were approached and invited to participate in research conducted by Ian Johnson who was conducting research as part of a Ph.D. project at the School of Psychology, Griffith University. More than three dozen organisations were able to accept and in mid 2004 about 500 questionnaires were distributed and 388 were completed and returned. The following report is based on the analysis of the relationships between Strategic Conversation, Strategic Planning, Strategic Behaviour, and Organisational Performance. In addition, there were measures taken concerning etiquette, pre-conditions, diversity of people, organisational alignment, attitude to and management of risk, and others.


	A second study, with additional organisations, undertook to test that strategic conversation could be learned, applied, and that it was worth doing. Outcomes were measured in terms of: those that were expected - those that were unexpected, be they good or bad. The researcher decided on what would be measured and ‘expected’. The participants themselves chose the ‘unexpected’ outcomes to measure. This is the initial report sent to participants following the first round of data analysis and interpretation. This is written with a practical bias in order to be of value to the recipient participants. To load the PDF file, click [here]

			Contact us to discuss how these reports can be used to benefit your organisation.