How to integrate strategic planning into your management process

The primary purpose of strategic planning is to enable management to make decisions today which will affect the firm over the long run where the long run is characterized by risk and uncertainty. If strategic planning is to be useful to management it must be an integral part of the decision making process and not merely an appendage to the management process. In this paper we shall define some of the problems involved in integrating strategic planning and strategic planning tools into the decision process. We shall also suggest some possible solutions to these problems.     

Solution-focused premarital counseling: helping couples build a vision for their marriage

This article outlines a solution-focused approach to premarital counseling. Solution-focused premarital counseling is a strength-based approach that focuses on a couple's resources to develop a shared vision for the marriage. Background information about premarital counseling and solution-focused therapy provide the framework for the development of intervention strategies that are grounded in the solution-focused approach. Solution-oriented interventions include solution-oriented questions, providing feedback, and the Couple's Resource Map, an original intervention that is described in this article.     

Screening young people in the juvenile justice system for behavioral & substance abuse disorders

There is a wide variation in viewpoints regarding screening youth in the juvenile justice system for behavioral and substance abuse disorders. No consensus exists within and among local, state, and federal juvenile justice officials regarding the necessity of screening youth for behavioral and substance abuse disorders. Local, state, and federal juvenile justice officials voiced concern regarding screening young people for behavioral and substance abuse disorders without having available funding or facilities for diagnosis and treatment.     

Divesting losers: chipping away at integrated delivery systems

Integrated health systems are rapidly divesting earlier acquisitions to beef up their bottom lines. Take an in-depth look at what the future may hold as the health systems battle to reorganize and reap greater profits.     

The Needle and the Damage Done: Research, Action Research, and the Organizational and Social Construction of Health in the “Information Society”

This paper critically reviews the actionresearch paradigm that has evolved over the last 50years within and outside The Tavistock Insitute, withreference to radical shifts in the social construction of medicine and health that are occurring as aresult of the transition toward the informationsociety. The medical domain has been chosen as anappropriate space within which to review the actionresearch paradigm because it bridges both the past andfuture of the Institute. The paper firstly considers theoriginal conception of action research andsociotechnical systems, and the role of consultants, in relation to Foucualt's analysis of powerrelations, social control, and dividingpractices. It then describes and analyzes recentdevelopments in the field of medicine and healthcareservice provision that, on the one hand, offer opportunities forincreased self-management and control by consumers overphysical, social, and emotional self-hoodand on the other could lead to further socialsurveillance and the domination and subjectification of theindividual. Drawing on recent work using innovativemodels of action research in the field of HIV/AIDS, thepaper concludes by discussing ways in which action research could harness developments ininformation and communication technologies to maximizeindividual and collective engagement in new forms oforganizational and social relations.     

An Anti-Introspectivist View of Career Decision Making

This article reviews 50 years of empirical literature on career decision making, summarizing 10 things the field knows “for sure.” An anti-introspectivist view of career decision making is then presented, developed by applying findings from cognitive and experimental social psychology to career decision making. This view holds that most processing performed by the human mind for decision making and behavior initiation is not performed at a conscious level and that reflection on those processes may be futile, and detrimental to good decisions. Although the anti-introspectivist perspective challenges many strongly held assumptions, it provides a plausible explanation of some of the difficulties encountered by decision makers and those who counsel them.     

Estimating the Population Survival Function Using Additional Information Recorded Over Time: a Filter Based Approach

Survival studies often collect information about covariates. If these covariates are believed to contain information about the life-times, they may be considered when estimating the underlying life-time distribution. We propose a non-parametric estimator which uses the recorded information about the covariates. Various forms of incomplete data, e.g. right-censored data, are allowed. The estimator is the conditional mean of the true empirical survival function given the observed history, and it is derived using a general filtering formula. Feng & Kurtz (1994) showed that the estimator is the Kaplan–Meier estimator in the case of right-censoring when using the observed life-times and censoring-times as the observed history. We take the same approach as Feng & Kurtz (1994) but in addition we incorporate the recorded information about the covariates in the observed history. Two models are considered and in both cases the Kaplan–Meier estimator is a special case of the estimator. In a simulation study the estimator is compared with the Kaplan–Meier estimator in small samples.     

Pressures from stakeholders hit Japanese companies

In recent years few US and European executives have been faced with the task of managing in a highly complex, dynamic business environment. There is a growing awareness of the need to consider the interests of a variety of stakeholder groups when making business decisions. This awareness has quickly become a requirement for executives across the globe, even among those in Japanese firms who have historically been less encumbered due to different societal, cultural, and business expectations. This article addresses these differences and discusses the global evolution of stakeholder group influence with an emphasis on US, European, and Japanese executives.