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Why do organizations at times communicate in incomprehensible jargon, with inconsistent terminology or empty buzzwords, and in a bureaucratic, impersonal style? Do they not have talented, committed communicators, or are [...]

It seems all too obvious: Only clear communication can inform and convince an audience. Harry Truman's saying that 'if you can't convince them, confuse them' no longer works with today's [...]

To link to full-text access for this article, visit this link: http://dx.doi.org/10.1016/j.lrp.2008.11.005 Byline: Martin J. Eppler, Ken W. Platts Abstract: This article shows how visualization can be used in the strategic-planning process, by examining the use of real-time, interactive visual representations in the business strategy process. Starting with a concise review of literature, we postulate that visualization can improve the quality of the strategic planning process by addressing many of its cognitive, social, and emotional challenges. We develop a conceptual framework for strategy visualization, and use this structure to group and position interactive visual representations of information along the strategic-planning process. We highlight the benefits of visual methods for strategizing, and illustrate them with five case studies covering the entire strategizing process from analysis to implementation. The cases also highlight the use of visualization at different organizational levels, and we consider some of the challenges involved in employing graphic means in strategy work, and how to address them. We highlight resulting risks and practices for visual strategizing and articulate a research agenda for this emergent domain. The key lesson for executives is that visualization should not just be seen as an attractive way to communicate strategic planning process outcomes and monitor its progress, but as a powerful process enabler that can enable strategizing as a joint managerial practice - if facilitated properly. Visualization is, however, a double edged sword and we present several caveats that need to be considered in its application in the strategy context.

The situation is all too familiar: 50 new messages in your e-mail inbox, four reports that demand your attention, a new intranet section to review, an interesting web site to [...]

This article presents a discussion on the role of face-to-face conversations for social knowledge processes and sense making in organizations. Given the importance attributed to conversations in the literature, but also the many conversational routines that prevent knowledge creation and sharing, the question pursued is how conversations can be managed to foster developments in organizational knowing. We particularly focus on the role of explicit rules as one means to manage conversations from a knowledge perspective and analyse contributions from knowledge management, organizational learning, decision making and change management. In order to refine and systemize the discussion on the multitude of conversation rules, we propose a management framework by drawing on communication theory. Implications for management as well as future directions for research on conversation management conclude the article.

In this article, Novak's concept mapping technique is compared to three other types of visualization formats, namely mind maps, conceptual diagrams, and visual metaphors. The application parameters and the respective advantages and disadvantages of each format for learning and knowledge sharing are reviewed and discussed. It is argued that the combination of these four visualization types can play to the strength of each one. The article then provides real-life examples from such a use in undergraduate and graduate university teaching. The results provide first indications that the different visualization formats can be used in complementary ways to enhance motivation, attention, understanding and recall. The implications for a complementary use of these visualization formats in class room and meeting contexts are discussed and a future research agenda in this domain is articulated.