Donate to Support the Social-impact of the Institute for Strategic Clarity’s Work

If you feel like you have received something from what we share in this blog, please consider supporting our work through a donation, whether recurring or a one-time gift. This gift is an investment that enables us to multiply across the globe the social impact of seeing and choosing abundance-based agreements. The return on this investment is […]

Free Online Courses from the Institute for Strategic Clarity

Learning from our colleagues around the world, about how to be much more inclusive in the sharing of our insights, the Institute for Strategic Clarity now offers three free, online courses: Strategic decision making (click here) — the strategist’s environment Managing from Clarity (click here) — the systemic, strategic tool kit Ecosynomics overview (click here) — the underlying […]

Strategic Clarity: Actions for Identifying and Correcting Gaps in Mental Models

Past-cast Series — Seeing relevance in earlier publications Ritchie-Dunham, James L. and Luz María Puente. 2008. Strategic Clarity: Actions for Identifying and Correcting Gaps in Mental Models, Long Range Planning, 41(5) 509-52. Whether you are making quick resource-allocation decisions alone or collaborating with your executive team to set organizational strategy, what you see, what you advocate, and […]

A Learning History of the CARE-LAC – Institute for Strategic Clarity Guatemala Poverty Project

Past-cast Series — Seeing relevance in earlier publications Waddell, Steve. 2005.  A Learning History of the CARE-LAC – Institute for Strategic Clarity Guatemala Poverty Project. White Paper on Collaborative Holistic Inquiry Project in Guatemala, Amherst, MA: Institute for Strategic Clarity, March. This is a learning document rather than an evaluation, although if used well it should […]

Managing from Clarity: Identifying, Aligning and Leveraging Strategic Resources

Past-cast Series — Seeing relevance in earlier publications Ritchie-Dunham, James, and Hal Rabbino. 2001. Managing from Clarity: Identifying, Aligning and Leveraging Strategic Resources, Chichester: Wiley. In searching for the organizational ‘magic’ that makes some businesses thrive and other fail, management gurus, academic seers and business leaders strive to articulate a single reason for success. Managers are then faced […]

Is Your Strategic Framework Useful?: CRISP Criteria

As originally defined, the CRISP model[1] establishes criteria that a strategic process must meet to provide the intended “strategists” with the clarity they require to make efficient, effective decisions in a complex, self-organizing system.  While the criteria are easiest to remember as CRISP, their logical order is purposeful, comprehensive, integrative, rigorous, and simple. Purposeful. Why […]

Creating Value with Strategic Resources

Past-cast Series — Seeing relevance in earlier publications Puente, Luz Maria, and Hal Rabbino. 2003. Creating Value with Strategic Resources, The Connector: Connecting Systems Thinkers Around the World, 1(5), September-October. Why do people have such a difficult time identifying the resources that create value for their organization? Our experience shows that this difficulty stems from a lack of […]

A Framework for Achieving Clarity for You and Your Organization

Past-cast Series — Seeing relevance in earlier publications Ritchie-Dunham, James. 2004. A Framework for Achieving Clarity for You and Your Organization, The Systems Thinker, 15(7), September, 7-8. One of the keys to to being effective is to understand the complexity of your organization, what it seeks to achieve, and how you can contribute to that objective.  Through a […]

The Four Truths of Clarity

Past-cast Series — Seeing relevance in earlier publications Ritchie-Dunham, James. 2005. The Four Truths of Clarity, Reflections; The SoL Journal of Knowledge, Learning and Change, 6(6/7), vi-vii. Understanding the complexity of our organizations, what they want to achieve, and how to go about achieving what they want isn’t hard because people don’t have the tools; it is […]