TABLE OF CONTENTS In this appendix more detail is provided on the methods used to develop the Strategic Risk Management (SRM) Survey and the Extended Strategic Risk Management (ESRM) Survey.
The study was commissioned after a particularly intense risk management training session performed for TTC Incorporated, where an audience member questioned the validity of risk management and then the validity of any management. His questions were designed to be provocative and controversial, not adversarial, but they were largely unanswerable with the current data available in the marketplace. As a result, a series of 15 questions were developed by Strategic Balancing Management Consulting's research division. The questions aimed to measure the decision-making efficiency (linked to requirements basis), innovative quotient (I-Quotient, or, as defined previously, an objective grade as to a company's ability to promote and capitalize on innovation), and use of vision and mission in management (a hidden measure of management focus, employee stress, and organizational health) of the respondents.
In the brief example in Chapter 1, Jane was just one of hundreds of subjects and respondents and cases in the SRM studies. The mechanics of the study are described in the following.
In an effort to keep the purity of the study beyond question, a double-blind approach was used. Each questionnaire was kept totally anonymous and the results tabulated purely by demographics. No participant was told of the ultimate nature of the study; participants were told simply that it was a study on management and nowhere were they asked...
