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Spring 2020 Author’s Call: The Refractive Thinker® Vol XIX
The Refractive Thinker® Vol XIX: Social Media
Spring 2020 Author’s Call: The Refractive Thinker® Vol XVIII
The Refractive Thinker® Vol XVIII: Project Management
Fall 2018: RT: Vol XV: NON PROFITS
The Refractive Thinker® Vol XIV: HEALTH CARE
Fall 2017: RT Vol XIII: Entrepreneurship
RT Vol X: Special Military Edition Video
RT Vol X: Special Military Edition Video
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Dr. Cheryl is a very brilliant woman, teacher, coach, friend, and a leader. I was attracted to her because of her unselfishness, and a willing heart to not only share the knowledge she has with those around her, but also to empower them to look beyond themselves. Dr. Cheryl, I thank you for everything, your wisdom, coaching, and for giving me a wing to fly on. You are an amazing strong woman and a great friend that shares all she has!Eva KatushabeLas Vegas, NV
Dr. Cheryl is one of the most vibrant, intelligent, and creative individuals, I have ever worked with.Dr. Laura GrandgenettCassville, WI
The authors contributing to this series are some of the best critical thinkers in their field of study.Dr. Rich SchuttlerPro Progress AcademyPhoenix, AZ
The Refractive Thinker® is a roadmap that discusses many dimensions of change management.Mary Beth HartlebPrism Global Management GroupHenderson, NV
The Refractive Thinker Press is an established brand, doing an incredible job marketing the books and authors on social media. My colleagues expressed their admiration for my publications, seeing my books on Amazon, Barns & Nobles, & other websites/bookstores. I have been invited to several Think-Tanks, fellowships, and Visiting Scholar appointments, where different committee members cited seeing my books in blogs, press-releases, Google Scholar, and university libraries. The RT press increased …Dr. Emad RahimEndowed Entrepreneur-in-Residence, Oklahoma State University Visiting Scholar, Rutgers University
Cheryl is a special leader and visionary, a strong APA editor, and evolving publisher, and a great speaker. She is not afraid to fail in order to succeed and as a result accomplishes more than others might attempt.Dr. Tom WoodruffWalden UniversityGeorgetown, TX
The Refractive Thinker® series will help you integrate refractive thinking into your core strategies.Brian JudBook Marketing WorksAvon, CT
My promotion to full Professor was just approved. According to the feedback I’ve received, my chapter in The Refractive Thinker was a factor in establishing my scholarship credentials.Dr. Joseph PughProfessor
Dr. Cheryl developed a totally new approach to publishing for The Refractive Thinker.®.Dr. Edward KnabEmbry Riddle UniversityPalm Springs, CA
The Refractive Thinker® demonstrates a clear understanding of the doctoral learner’s need for professional networking, intellectual marketing of peer works.Dr. Lucy Surhyel NewmanLagos, Nigeria
SummaryThe Benefits of Collaborative Doctoral Research
Celebrate the diffusion of innovative refractive thinking through the writings of these doctoral scholars as they dare to think differently in search of new applications and understandings of research methodology.
•Drs. Denise Land and Judy Fisher-Blando explore the benefits of case study methodology.
•Dr. Armando Salas-Amaro expands upon the qualitative multiple-case study method.
•Dr. Ramon L. Benedetto offers expertise about character-based culture through ethnographic research.
•Dr. Gillian Silver examines the benefits of Siedman’s (1998) exploratory multiple interview methodology.
•Dr. Susan Kristiniak explores phenomenology that offers the researcher the ability to become part of the data collection.
•Dr. Nathan Boyer offers perspective on the phenomenology approach regarding entrepreneurs and innovation.
•Dr. Leigh Riley examines a mixed method approach combining content analysis, quantitative design, and comparative analysis.
•Dr. Patricia Dues uses a quantitative correlational analysis with a mix of technology media using mixed methods.
•Dr. Gail Ferreira offers an array of digital methods to expand the results of mixed methods studies.
•Dr. Rachel Gonzales explores team effectiveness through a quantitative correlational method.
•Dr. Steven P. Woods demonstrates how refractive "out-of-the-box" thinking found new independent variables that were hiding in plain sight.
•Dr. Cheryl A. Lentz concludes with the future of innovative thought and the benefits of research and refractive thinking.
Unlike most academic books that merely define research, The Refractive Thinker® offers unique applications of research methodologies from the perspective of multiple authors—each offering a chapter based on their specific expertise.
The innovative qualitative multiple case study methodology was chosen for the 2007 Salas-Amaro study and will be used to exemplify how a study of default prevention and management practices at Florida’s 28 community colleges was conducted. Dr. Salas-Amaro will include the problem in the study and then the elements included in the multiple case study research. Dr. Salas-Amaro’s contribution is to demonstrate to doctoral learners that crafting unique and unusual methodologies are possible. The ultimate goal of this writing is to motivate and inspire doctoral learners to pursue leadership initiatives in their dissertations and innovative research endeavors.
holistic reflections invited the emergence of themes assessed through content analysis. The
study relied on an iterative data gathering process. Further, it applied a series of three in-depth interviews per subject, as advocated by Seidman (1998), as a mechanism for exploring the ways of leading exhibited among successful, seasoned non-profit leaders. In doing so, this journey reveals characteristics that are commonly held among those profiled, and suggests what non-profit leadership looks like. This examination conveys the context of leadership through lived experiences, and, by considering the perspectives of those who both model character and meet the financial expectations of their organizations, key conclusions can be considered for transfer.
The results of this study include a ranking of organizational change factors across a spectrum of technology firms categorized by maturity level, size of organization, budget expended on process improvement, and amount of experience with process improvement initiatives. It also includes a model, The Protean Model®, which proposes a situational approach to organizational change and decision making. Comparisons of the separate rankings obtained from the quantitative and qualitative approaches are discussed and a combined ranking of success factors is presented.
Five common organizational change factors (i.e. communication, senior leadership support, measuring progress, training employees, and operational leadership) were identified by the qualitative and quantitative analysis as being important to the success of CMMI®-based process improvement initiatives. The findings indicated there was an agreement on the list of organizational change factors associated with successful CMMI® implementations. In addition, there was general agreement in the ranking in order of importance of the organizational change factors across data sources. Research confirmed The Protean Model’s® emphasis on situational factors affecting the outcome of CMMI®-based process improvement initiatives. The differences in the ranking of these factors are illustrated and possible causes identified.