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Copyright Thomas J. Lucier 2005. To customize this document, download it to your hard drive from Thomas J. Lucier s web site at www.thomaslucier.com/optionforms.html. The document can then be opened, edited, and printed using Microsoft Word or another popular word processing application.

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You know where you want to go. You ve got your vision and Strategic Destination Statement completed, and now you face translating your strategy into action. The first step in translating strategy into action is to create a Strategy Map. Without a Strategy Map, your Balanced Scorecard will be an executive scorecard. It will report on measures important to the executive, but it will not give you an accurate view of how the entire organization is driving and succeeding at its Strategic Objectives. There are four reasons you need to create a Strategy Map, even if you never build a Balanced Scorecard. First, early versions of Balanced Scorecards had a low success rate because the metrics they monitored were often chosen from the metrics currently in use, which may not have been the metrics that drove strategy. Second, in most organizations few managers and employees have a clear and concise concept of their organization s strategy. In fact, research shows that less than 10 percent of employees have a clear understanding of their organization s strategy, and 50 percent of executives spend virtually no time on strategic discussion.1 Third, without a clear, concise model of what drives your strategy, you have no feedback about which drivers are working and which are not. And finally, when the objectives on the Strategy Map are broken down into initiatives and projects, it makes it easy to identify strategic funding during the budget process.

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In his introduction to the Reference Manual on Scienti c Evidence (2000), Justice Breyer described a symbiotic relationship between science and the law in which valid scienti c principles and tools inform the effective resolution of legal disputes. Today, we are witnessing a piecemeal realization of Justice Breyer s vision as law has begun to embrace science and technology in court. Although forensic experts routinely have testi ed about ngerprint and blood-type evidence for many decades, other forms of scienti c evidence are gaining rapid acceptance in the United States. For example, nearly two-thirds (65%) of state court judges responding to a national survey indicated that they had some experience with DNA evidence in their courtroom (Gatowski

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et al., 2000). The latter authors evaluated 196 consecutive patients from an eating disorder outpatient clinic. Compared to 18- to 34-year-old women from the general population, eating-disordered patients were more dysfunctional in all areas measured by the SF-36 (Ware et al., 1993). There were no differences between the diagnostic subgroups. Higher levels of psychopathology (measured by eating attitudes test) were associated with greater impairment on all SF-36 subscales.

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Fichter, MM, Herpertz, S, Quad ieg, N & Herpertz-Dahlmann, B (1998b) Structured interview for anorexic and bulimic disorders for DSM-IV and ICD-10: Updated (third) revision International Journal of Eating Disorders, 24, 227 249 Fichter, MM & Quad ieg, N (1999) Six-year course and outcome of anorexia nervosa International Journal of Eating Disorders, 26, 359 385 Fichter, MM, Krenn, H, Quad ieg, N, Nutzinger, D & K chenhoff, H (2002) A comparative study u of men and women with an eating disorder Paper presented at the 8th annual meeting of the Eating Disorders Research Society (EDRS), Charleston, SC, USA, Nov 21 23 Gar nkel, PE, Lin, E, Goering, P, Spegg, C, Goldbloom, DS, Kennedy, S, Kaplan, AS & Woodside, DB.

It is also legal to include more than one of each kind of for clause, separated by commas. The termination-check will be considered to be true if any of its subclauses are true; it is like an or test. For example, the following statement:

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