Victoria Grady, StrategyDriven Senior AdvisorSenior Advisor
 
Phone: (703) 577-2741
Email: [email protected]
 
 
Victoria Grady is a StrategyDriven Advisory Services Senior Advisor with over twenty years of experience. She received her Doctor of Science in Management and Organizational Behavior at The George Washington University in 2005. Victoria is currently an Assistant Professor Management / Organizational Behavior in the School of Business at George Mason University. Her research focuses on the behavioral implications of organizations introducing and implementing change with specific focus on organizational culture, structure and overall effectiveness. Dr. Grady’s original modeling has been extended to include a validated analytic to quantitatively measure behavioral tendencies of individuals experiencing organizational change. The index focuses on the individual employee and how factors inherent in change impact overall performance.

As a trusted advisor, Dr. Grady has consulted for federal government agencies, non-profit organizations, higher education, and health related institutions. Some of her engagements include:

  • Nuclear Safety Culture Assessment – served as the Behavioral Scientist on a team of highly experienced nuclear professionals from five different utilities and two nuclear industry groups in the evaluation of a station’s nuclear safety culture. Interpreted the results of the INPO administered nuclear safety culture survey of the workforce and plant contractors. This comprehensive assessment covered the traits and attributed identified by INPO’s Traits of a Healthy Nuclear Safety Culture and evaluated performance of the station’s Nuclear Safety Culture Monitoring Panel as specified by NEI’s Fostering a Healthy Nuclear Safety Culture.
  • Global Defense Organization – Collaborative study involving 35 countries for incoming leader with an interest in revising the organizational structure and other processes upon arrival. All interviews and assessments were presented/conducted in both English and Spanish to all participants. The combination of the qualitative interviews and quantitative assessments resulted in specific target areas. The analytic data from both perspectives provided the project with unique information that supported the development of a comprehensive change strategy designed to measurably increase the success.
  • Federal Government Agency – Business Process/Structure redesign of the organizational units that impacted the Audit Staff, Actuarial Staff, and associated Management personnel. The key business function of this agency is the protection of retirement incomes of more than 44 million American workers in 27,500 private sector defined benefit pension plans.
  • Healthcare Organization – Outpatient Surgical Facility with multiple locations. Employee behavioral reactions were measured based on the results of three leadership changes over a period of nearly 5 years. The quantitative analytic identified challenging behavioral perceptions and attitudes verified through qualitative interviews. Customized performance developed based on analytic data collected.

Victoria’s insights have been published in several well respected periodicals and presented at national conferences:

Publications and Academic Conference Proceedings

  • The Pivot Point: Success in Organizational Change, Morgan-James Publishing, 3013
  • Organizational Change, Mental Models And Stability: Are They Mutually Exclusive Or Inextricably Linked?, Journal of Organizational Development, Fall. Volume 29 no3.
  • Critical Components of Organizational Trust: Raising the Issue, Exploring the Origin, Pondering the Cure…, Journal of Organisational and Social Dynamics, Volume 11 no 1.
  • The Organizational Loss of Effectiveness (LOE) Model and the LOE Index: A Quantitative Measurement Tool for Identifying Individual Symptomatic Response to Technological Change, Integration Journal, 97-106.
  • KM Technologies and the Organizational LOE: The Unintended Consequence of Constant Organizational Change, Kevin O’Sullivan (Eds), Strategic Knowledge Management in Multinational Organizations, (pp 104-118). Pennsylvania: IGI Global.
  • Studying the Effect of Loss of Stability on Organizational Behavior: A Perspective on Technological Change, The George Washington University
  • The Effect of Technological Change on Organizational Effectiveness, American Society of Engineering Managers Practice Periodical. Vol 1, no 2.
  • A Qualitative Process AND a Quantitative Tool: How do YOU Improve Technology Change Success?, Professional Development Workshop at The Academy of Management Conference, San Antonio, Texas, August 2011
  • The LOE Index: A Quantitative Change Measure for the Individuals that are Collectively the Organization, proceedings of the International Society for the Psychoanalytic Study of Organizations 25th Annual Meeting, Philadelphia, Pennsylvania, June 2008

Presentations

  • Understanding the FEVS Data’s Intersection with Attachment Theory, Association of Change Management Professionals, May 2016
  • Organizational Change and Culture: Understanding the Similarities and Differences to Maximize Success Potential, 13th Annual Pink Elephant Information Technology Conference, February 2013
  • The LOE Index: A Quantitative Tool for Measuring the Individual Response to Organizational Change – An Overview, 12th Annual Pink Elephant Information Technology Conference, February 2012
  • The Qualitative Process and the Quantitative Tool, proceedings from Best Practices in Change Management, ACMP Inaugural Global Conference, May 2011
  • Measuring Individual Response to Organizational Change, Best Practices in Change Management: ProSci Global Conference, April 2010
  • The Doctor Is In: Technology Meets Psychology In Your Organization, web-teleconference for the Non-Profit Technology Network (NTEN), December 2009

Victoria earned a Doctor of Philosophy degree in Organizational Behavior and Management from The George Washington University.

Victoria can be contacted by phone at (703) 577-2741 or email at [email protected].