Whole Scale Toolkit
Whole Scale Toolkit
www.dannemillertyson.com
®
Whole-Scale is a registered international trademark of Dannemiller Tyson Associates
Copyright ©2000 by Dannemiller Tyson Associates
Whole-Scale is a registered trademark by Dannemiller Tyson Associates.
Graphic illustrations copyright ©2000 by Christine Valenza, Art for Change.
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ii
The authors of this book are fifteen consultants,
all partners of Dannemiller Tyson Associates in 1999
when we wrote this book together.
Using our own Whole-Scale processes,
we worked as a community,
one-brain and one-heart,
to bring our best wisdom to the content of this book.
iii
iv
WHOLE-SCALE CHANGE TOOLKIT
CONTENTS
PREFACE ...................................................................................................................... vi
Chapter 1........................................................................................................................ 3
Chapter 2...................................................................................................................... 13
Chapter 3...................................................................................................................... 48
Chapter 4...................................................................................................................... 60
Chapter 5...................................................................................................................... 89
v
PREFACE
A number of years ago I was in the change business at Ford Motor Company, and I was in
trouble. I had been working for two years at the manufacturing plant level--all 80 of them, in
fact--as part of the team that had helped bring the turnaround in the company's approach to
building a quality car once more. I was in trouble because I had been handed a big challenge by
a very far-seeing Executive Vice President: what was the breakthrough in managing whole
businesses which would match the breakthrough in managing the quality efforts?
The executive, Tom Page, and I had agreed that his ten businesses--good size businesses, with
revenues (in 1981 dollars) of between $1 and $3 billion, would take part in a very large change
effort over the next year. One business at a time would be challenged with changing the way it
was managed. Despite the staggering losses still being registered in the car industry, Tom agreed
to the (then) audacious notion that one to two hundred managers at a time would turn over their
headquarters and field operations to third level subordinates, so that the entire intact management
structure of the business could go off-site for a week and re-think their world.
He had given me, as a change agent, an incredible opportunity. And I had blown it.
I was in trouble for two reasons. First, although I had seen with my own eyes the fact that
managing people differently lay at the heart of the quality story (by then a story told over and
over in the national press), I wasn't seeing the simple parallel with managing executives
differently if you wanted a better business outcome.
Second, although I knew that nobody had TRAINED quality into anyone at Ford, I was just
dumb enough to have spent a fair amount of time and money with a group of well-meaning but
patronizing college professors whose aim and approach it was to TRAIN fully adult executives
into being better business managers. Oh, they could talk about business cases, and ROI, and the
elements of strategy, but what it boiled down to was that the professors had the answers and the
"students" were going to be taught them.
I knew I was in trouble when, halfway through the second day of a pilot of this business seminar,
the room (made up of change agent colleagues from all over Ford) was awash in pity--pity for
me, pity for the professors, and most of all, pity for any poor fool who might actually have to sit
through a whole week of this approach. (By then, of course, the grapevine at Ford being what it
was at all companies, the word was out: this seminar STUNK.)
What all of us (except the professors) in that room were suddenly seeing was that Ford had been
taught on the plant floor--by its employees--what the zestful pursuit of new learning looked like.
And it certainly wasn't done this way. We were used to a far messier, but more potent, way. We
were used to debate, and challenge, identifying what we could improve first, and what would
have the highest leverage and pay-off. We were used to teams calling for specialists if they
thought their expertise was needed. Nobody thought they were being trained; they thought they
were calling for briefings as they pursued a significant competitive advantage.
Why had I thought that executives had lower standards?
My insight about what I should have done, or at least what I should have looked for when it
came to the right approach for these ten business teams, arrived before the second day of the
vi
pilot was over. But it was a little late. I had a calendar that said we were to go live in 4 weeks
with the first 130 person management team, with the nine other businesses following in a brisk
line-up. I hadn't endured Day 3 of my own pilot, but I already knew I had no program.
I also realized that I didn't have a model for what I was doing with these executives, as I had on
the plant level. And I didn't have the right professors. In fact, I now knew I didn't want
professors. In my Ford network, I knew a few people who had worked with groups larger than
20, but they were used to working on the plant floor and they thought I was crazy to be working
with an intact power structure. I knew consultants who had helped in the Quality movement, but
they only operated with small groups.
I didn't know who I needed-- I just knew they needed to help me design something for a whole
business at a time, something that would startle and delight and compel executives the way the
manufacturing world of Ford had come to embrace the pursuit of quality. I needed lion tamers
with a sense of humor. And heart.
Enter the team who got me out of trouble: Kathie Dannemiller, Chuck Tyson, Alan Davenport,
and Bruce Gibb. They hadn’t worked together as a group before, but they came together as if in
answer to a prayer
…(actually, in answer to me describing to a friend my need for lion tamers as
opposed to professors!)
Over the next three weeks, they designed an event which went on to become memorable in the
lives of the participating executives, and ultimately changed the Ford Motor Company. Business
after business went through the five day session-, and whether it was the Plastics group, or
Electronics, or Casting, or Land Development, or Aerospace, the executives came to understand
each other, the competition, and the market for the first time as a coherent, energized, focused
and aligned whole. They created strategic plans that they all owned, and they amended
management structures and decision-making practices to support their goals.
This is not the place to recount the next twenty years of Ford Motor Company history; nor mine,
even though we had a glorious time improving ourselves. But I will say that the seminar became
famous internally; the President of Ford, Donald Petersen, decided to use its principles
extensively when the company embarked on its global strategy. He continued doing so after
becoming Chairman of Ford, as did his successors. Much of the publicity given to Ford's
turnaround centered on the people issues which began to be understood and practiced in these
sessions.
The book that you are reading contains the principles and practices which those marvelous
consultants designed for Ford, and then took so successfully to many other companies, I
continued to use them throughout my career at Ford, and now find them invaluable wherever I
consult. What I like about Dannemiller-Tyson as a firm is their passion to pass on what has been
discovered to work; sharing breakthroughs generously has always been their hallmark. May
your experience with these methods bring you the success and satisfaction that it has brought me.
vii
OVERVIEW: WHAT IS WHOLE-SCALE?
For the last two decades, we at Dannemiller Tyson Associates (DTA) have dedicated our lives to
“thinking globally and acting locally” in an organizational sense. We have based our work with
both public and private organizations—large and small—on our beliefs about thinking “whole
system” as we help organizations change.
What our clients and we have learned in the last two decades is that no single person can know
the answers that will lead an organization to success. The best answer comes when all the people
speak and thus develop their own wisdom about what they need to do together. When an
organization is able to combine its multiple voices, it discovers THE answer and ensures that its
people will unite around a lasting system-wide commitment. It unleashes the magic within.
One of the best descriptions of whole system change in action is a story taken from The Renewal
Factor by Robert Waterman (Bantam Books, 1987), where Waterman illustrates the process
through a change story of Sanwa Bank:
…In 1969, I was part of a team working with the Sanwa Bank in Japan, now one of
the largest banks in the world. It's unusual for anyone from the outside, let alone a
foreign consulting firm, to be working with a Japanese company. Fortunately, the
problem–a substantial market share loss–was fairly easy to solve intellectually.
After a few months we were ready to go to the board to present our analysis and
recommendations.
But a couple of strange things were going on at Sanwa. At the beginning of the
project we had asked for a full-time Sanwa team to complement our own team.
Joint consultant and client task forces are more effective than solo consultant
teams. The client members know their way around the organization and where the
facts are buried; and, too, they are there after the outside consultants have left.
After a long negotiation in which we thought Sanwa management had agreed with
us, we figured that two or three of their people would join forces with us the next
day. Twenty showed up.
After two months we presented our results. The team of twenty reacted with
horror. They explained that before we talked to the jomus, we should discuss our
findings with a fairly large group of people around the bank. They started a list
that grew to several hundred people. We told them that would take a few months,
reminded them of the project's cost, and suggested again that we simply report our
solution to the board and get on with restoring market share. They reminded us
that they were paying the bills and suggested we do it their way.
Then something amazing happened. About two days after the presentation their
market share started to rise! We had never seen results that fast. (In fact, as
anyone who has consulted will tell you, getting results at all is sometimes a
surprise.)
By the time we made the final presentation to the jomus, a significant part of the
entire Sanwa organization had already been involved in the project. All those
study-team members, all their friends in the bank, and all the people we talked to
subsequently understood that market share was of prime concern to top
management. They knew what the study team thought was the root of the problem.
But most important, they had the chance to engage in the problem themselves.
They could, and did, vigorously express their own views on the cause of the
problem and solutions to it. They could, and did, contribute to the team's thinking.
There was deep wisdom in Sanwa's insistence that we conduct the project in a way
that at the time appeared to me to be inefficient, burdensome, and more than a little
foolish.
When Andy Pearson was still president of Pepsi Co, he said, "We have 120,000
employees stashed in various places around the world, and I frankly have no idea
what the hell they're doing." Throughout the Sanwa project, with hundreds of
people involved, we had no idea what they were all doing. In any sense of the
word control, the project seemed out of control. But in a broader sense the thing
was under control. The market share went up. Give up control, in the narrow
sense, to get control, in a broader sense.
Later, one of the members of the team of twenty commented about presenting the
results to the board early. "Good show business, bad consulting," he said. It says a
lot about why "implementation is a bitch" for so many American and European
managers. We are so busy grandstanding with "crisp decision" that we don't take
time to involve those who have to make the decisions work.
We want to share with you because we believe that many of us are on the same
path
…And we believe it is an important one for the future of the human race:
to help people and the organizations they live within to be as good as they can
be as they proceed into the chaotic future.
Introduction
Large group approaches to organizational change have become increasingly popular in the last
few years because many leaders have learned that the style of management often referred to as
“command and control” no longer works. Leaders are learning that they need to get real buy-in
on strategy from their people. They need to find new ways to align and engage large numbers
of people around a common, effective strategic focus. And they have come to realize that top
management may not have all of the answers.
The organizations we at Dannemiller Tyson Associates (DTA) work with are typically being
challenged by a quickly changing environment and experiencing a sense of urgency about
operating in that environment. It is our goal to help leaders and organizations understand and
believe in the change processes we call Whole-Scale as a viable way of responding to that
urgency.
In this first stage of the new millennium, organizations find themselves looking for ways to
survive and thrive in a new age. Our world now engages us in a truly global community.
Governments, corporations, institutions and organizations of all sizes and forms must redefine
who they are, the functions they serve and the new roles they must fill. The problems
organizations now face no longer respond to solutions rooted in older 20th century—or even l9th
century—problem-solving models.
Most astonishing in this “information age” is the speed at which the activities in our world
function:
We transmit information in a millisecond from one corner of the world to the other
We observe nations fighting a war “live” on television
Civic groups demand “time delays” in reporting news as it happens to protect children from
the harsher realities of life and death
We broadcast new technologies and processes in an instant across the entire planet
Our world—smaller than ever—seems upside down. People in China, Great Britain, Brazil and
Romania build parts for an automobile designed in Japan; people in Mexico assemble the
vehicle; and someone in Detroit or another American city sells it to a customer.
Organizations slow to accept and adopt these changes and new technological marvels seem to
fall farther and farther behind.
This new and ever changing environment moving at the speed of light has placed unparalleled
demands and expectations on today’s organizations. Leaders must help their organizations
What Is Whole-Scale?
Whole-Scale consists of several key processes to help an organization change in order to meet
the challenges of its environment: taking an action-learning journey, unleashing the power of the
microcosm, uniting multiple realities, and creating a paradigm shift
…a change in the way the
organization sees its future actions
… that enables it to change real-time. As you help clients do
these things using Whole-Scale methods, two models and a formula will guide you: the
Converge/Diverge Model, the Action Learning Model, and the DVF formula.
Whole-Scale processes also consist of a series of events, typically alternating small and large
group interactions, that enable the organization to undergo the necessary paradigm shift. The
whole process is an action-learning approach that uses Whole-Scale events as accelerators and
works with microcosms of the organization.
If you want to shift the whole system at one time, you must be able to think the way the whole
system thinks. Using microcosms—real subsets of the larger group that represent all the
“voices” of the organization—in the overall change process is one of the features of the Whole-
Scale approach that allows you—and the organization—to think and see “whole system.” The
microcosm contains the essential “DNA” of the whole organization. Working with groups that
mirror the “whole” allows you to work with the “whole system” at a different level. The best
way to change a system is to engage the whole system. Microcosms are the best windows
through which to view the whole system in real time. They provide access to the whole system
quickly and effectively. Having a critical mass of microcosms experiencing a paradigm shift
helps the whole organization shift.
The traditional consulting approach has been to pull together the “experts” on a particular
issue—often people who thought alike or had the same background or had the “right” status in
the organization. This view is necessarily limited, often focusing on data of high- ranking,
influential views. It’s necessary to include those views, but by themselves, they are not
sufficient. Using the holistic view from a microcosm (or many microcosms) will illuminate the
fact that people can contribute powerfully when they have enough information and when they are
invited to do so.
In Whole-Scale, using microcosms means tapping into the wisdom of every area and every level
of the organization—all the way throughout the process, not just the night before
implementation. In Whole-Scale, involving people means engaging each person in a deep and
meaningful way.
Whole-Scale processes evoke the system’s wisdom without needing to direct or control the
results. Thus, when the system is ready, the answers come. Your job as a consultant is to help
the system get ready. The microcosm will have all of the knowledge it needs, once the
organization has uncovered and combined the knowledge. Through the power of the microcosm,
it is possible to create identity in the moment and to form new identities, without having to
define every aspect of the system or get inside each person’s head.
Some examples of microcosms that make the difference in Whole-Scale are research teams,
cross-functional task teams, work design teams and event-planning teams. In Whole-Scale
events, you can use microcosms in several ways. One of the most useful techniques is to use
“max-mix” seating, which is simply a group of eight people at a table, representing basically the
same mix of knowledge and yearnings that will be in the larger group. Each table in a Whole-
Scale event is thus a microcosm of the room, and all those in the room together are a microcosm
of the system.
You must keep a continual focus on the simultaneous and sometimes conflicting realities that
exist in the internal and external environments of the organization. During events the real needs
of participants in their back-home work shape the content. Do not use simulations or role-plays.
Rather, encourage participants to discuss real issues in real face-to-face dialogue.
Many organizations base their improvement efforts on the assumptions of problem solving. In
fact, assuming that there is one “right” answer dis-empowers employees. If there is a “right”
solution, it follows that there must also be a “wrong” solution. The right/wrong paradigm is a
limiting and ineffective way to help organizations change.
You will have greater success if you operate under the belief that there is no “ right” or “wrong”
answer. An individual’s answer is his or her “truth.” “Each person’s truth is truth” is the phrase
you can use to help individuals listen to each other’s perspectives. Helping people realize that all
of the truths matter is equally important.
Going Whole
Large Large
Small Group Small Group Small
Group Group
Work Work Group
Small Small
Group Group Small
Group
Dannemiller Tyson’s process for thinking about when to “go whole” comes from the work of
Lawrence & Lorsch, in their book Organization and Environment (Organization and
Environment: Managing Differentiation and Integration by Paul R. Lawrence and J. W. Lorsch).
In this book the authors talk about the need for an organization to have both differentiation and
integration. They define differentiation as “differences in attitudes and behaviors among
functional organizations resulting from organizational segmentation with consequent
development of specialized knowledge and mental processes.” They see integration as “the
quality of the state of collaboration that exists among departments that are required to achieve
In the Whole-Scale approach, the Converge-Diverge diagram depicts how you can seek to help
an organization unleash and combine its wisdom and magic by ensuring that productive
differentiation is brought “whole” by productive integration.
Another model that describes Whole-Scale processes is the Action Learning Model found in
Figure 2 at the end of this chapter. The Action Learning model is a picture of wholeness
emerging—generating, releasing and focusing individual and organizational energy. It provides
a continual “plan-do-check-act “set of action learning processes. Following the Action Learning
path can facilitate a systems approach to engage all of the key stakeholders in the change
journey. Based on Kurt Lewin’s Action Research Model and Ron Lippit’s Roadmap for Change,
the model is an application of systems thinking and action learning, aimed at keeping the system
whole at every step of the way.
The Action Learning model is a common sense way to look at how organizations get on the path
to change. The Action Learning model describes a powerful way to help a client system stay
“whole” throughout the learning cycle. Organizations must continually reexamine the results
they achieve at different points throughout a change process in order to inform the next step.
This axiom is true for the next agenda items in a meeting, the next day of an event, and for the
next step in the whole organization’s journey.
Whether you are focusing on an event as an accelerator or the change journey as a whole, as a
process consultant your best approach is to help the client get the right people (a few or
thousands) to have the right conversations that will enable them to achieve their purpose. Your
interventions must be intentional at each step in the cycle. Design your work to engage the
organization to provide its own answers to the questions noted beside each step in the model.
Throughout the flow of change, each oval carries a different set of tasks and outcomes on the
journey. The questions between the ovals ensure that the right people have the right
conversations and thus ensure the wholeness of the system in the subsequent oval:
What’s next and who needs to be involved?
What conversations need to take place?
What will be different because these conversations take place?
The answers to these three questions will tell the team whether or not you need a large group or
small group to achieve your purpose: do you need to converge or diverge?
A key design issue at each oval and throughout the learning cycle is when the organization is
answering the question “Who needs to be involved?” Is this the moment when the organization
needs to engage a critical mass of the system to reunite around head and heart—to get a critical
mass of the system whole again around its own collective wisdom? Or is it time to get small,
focused and deep?
Shared information is the common thread that connects all the ovals in the learning cycle. The
content of the information shifts as the system moves through that cycle. The focus is to create
“wholeness” every step of the way.
In different parts of this model, different microcosms are involved. When a critical mass of the
microcosms has gone through the action learning model on the right issues, the whole system
will change because it has in fact become an organization with a new paradigm
…an organization
that has a whole new picture of what it wants to be. Dannemiller Tyson Associates refer to this
magical moment when the paradigm shift occurs as becoming “one-brain and one-heart.”
Everyone in the organization sees the same things and cares passionately about creating this new
picture.
The Action Learning model serves as a general architecture for an overall Whole-Scale change
process. Within a change process, the organization may go through many iterations of the
learning cycle. For example, when designing and conducting a critical mass/Whole-Scale
meeting and follow-up, the organization goes through the whole action-learning cycle. Each
cycle takes the organizational learning deeper and helps the organization re-energize itself to
sustain the change process and embed the new paradigm in its day-to-day workings.
The first step in lasting organizational change is for each individual and the organization as a
whole to share a common database of dissatisfaction (D) with things as they are right now.
Everyone must be able to see and understand the view that others hold, and to understand, as
described above, that ”each person’s truth is truth.” Everyone needs to see and value others’
views and combine those views with their own perspective to create a common database from
which the entire organization can move forward. They need a common vision (V) of what they
all yearn to be in the future; and they also need agreement on significant system-wide first steps
(F) to take that they believe will begin to move them toward the vision.
If any of these three elements is zero, the drive for change cannot overcome the natural forces of
resistance (R) that exist within any individual or organization.
DxVxF>R
R = Resistance to change
Change will occur and sustain itself when there is a common database of D, V, and F in an
individual and/or the microcosm of the system. If any of these bases is zero, change will
not occur. The product will be 0 which will not be greater than R. It is appropriate for
members of an organization to resist when they can’t see the larger picture.
The D x V x F > R model is a great deal more than simply a model for change. It is, in fact, an
important model that enables the necessary paradigm shift to occur. When you help an
organization to combine D, V, and F, each member of the organization sees the multiple realities
that connect them. When this happens, the system as a whole shifts, and so do they as
individuals. When the shift occurs, you can feel it in terms of higher level of excitement and
energy in the room. The paradigm shift lasts beyond the initial euphoria. It is literally
impossible, once an organization has made a real shift, for it to go back to seeing the world in the
old ways.
Now people (individually and as a whole) are seeing the world differently, seeing their
organization differently, and seeing themselves differently. They have connected with each
other around a common picture of their future and the actions they will take to get there. After
the paradigm shift experience, participants are clamoring to use their newly uncovered wisdom
to build toward the yearnings they have uncovered together.
In Conclusion
When the microcosm has gone through this series of processes, it will produce a paradigm
shift—a new way of seeing the world. Once the organization experiences the paradigm shift,
people see the world differently. They are ready to take the actions that will begin to transform
their shared vision into their shared reality. Probably the most exciting thing we at DTA have
learned through the years is that processes we have used with a client, that have led to a
paradigm shift, become new “common sense” ways of holding meetings and leading change.
They believe
…as we
…that those processes are simply good organizational change processes.
This chapter describes the planning and designing process leading up to Whole-Scale events that
accelerate total system change. The term "event" describes a meeting of any size, whether it is
for a purpose that involves a small group (e.g., leadership alignment), a larger group (e.g.,
multiple task teams coming together to integrate their work), or a critical mass of the system (if
not the entire system). It is, of course, important to keep in mind that each client is unique, and
therefore you should adjust this planning and designing process to meet specific client
requirements.
Use a microcosm of the whole organization to form an Event Planning Team (EPT). The EPT
thus brings together the levels, functions, viewpoints, cultures and diversities of the whole
organization. The size of an EPT can vary from six to 25, as long as it’s a good microcosm. The
makeup of each EPT is different because it is a microcosm of the whole group that will
participate in the event itself. The use of the microcosm and how you engage it is a
distinguishing characteristic of the Whole-Scale change methodology.
In the EPT meeting, you take on the role of process consultants. The “One of the
wisdom about the purpose and content of any organizational event lies disadvantages of
in the participants. You will want to combine the microcosm's multiple being an outsider
is lacking the
realities to create an image of the organization’s reality. context and history
of the particular
"It is a key assumption In your blending of the EPT’s content system and its
underlying process wisdom and your process wisdom, you operational
consultation that the problems” The
client must learn to see create a “joint diagnosis” that helps the
Consulting Process
the problem for himself team determine the purpose, outcomes and in Action, Gordon
(sic), to share in the agenda for an event that will move the & Ronald Lippitt
diagnosis, and to be organization forward in significant and (p.13) 1978.
actively involved in meaningful ways.
generating a remedy.
Another assumption
underlying process The dynamics in the EPT are a pretty good indicator of the
consultation: problems dynamics that will occur during an event. If you have a true
will stay solved longer microcosm of the organization on the EPT, their collective voice
and be solved more will represent the voice of the whole organization. They will
effectively if the
organization solves its provide a window into the larger culture. The thoughts and
own problems." Schein feelings that arise during the EPT meeting are the same thoughts
pp 6-7 and feelings that will emerge in the larger event for the whole
organization to address. Being connected in this microcosm,
individual EPT members begin to see the world though
perspectives other than their own, and thus they begin to see a
larger picture of the organization. At the end of one EPT meeting
a member, reflecting on the two days shared, said, "I came in
E vent
Planning
T eam
Î Ô
Event
SPECIAL PURPOSE ORGANIZATION Planning
Small Group Work
WORK ALIGNMENT EVENT Team
Critical Mass Logistics Planning
(Optional)
One or more special purpose Í DxVxF>R Facility
large scale events and (If needed) MCG Invitations Purpose
associated small group work Input on Strategy Speakers Agenda
may be required for specific Logistics Team
needs such as work design Action Planning
Finalize Design
(See Work Design Roadmap) Í Í
Ó
Ð
Ó REUNION/CHECKPOINT
Review Commitments
Small Group Work Leadership Work Assess Progress
Document Event Create new structures E. Learn from What Has Happened
Small Group and
Feedback to System Monitor Progress P. Celebrate Success Leadership Work
Continuation Activities Provide Resources T. Decide What Needs to Happen Continuous Monitoring,
Monitor/Report Progress Model New Behaviors Next Communication and
Communicate with each Metrics (Team/Org.) Improvement
other and system
Î Skill-based Pay
Supervisory Issues
ÎÎÎÎ
CHAPTER 2: DESIGNING A WHOLE-SCALE MEETING 15
Roadmap for Whole-Scale£ applied to Work Design
ORGANIZATION
Small Group Work Event
DESIGN EVENT PROCESS DEISGN
Org. Models &Options Planning
Identify Process Owner Candidates EVENT
Work Unit Boundaries and Scope Team
Roles and Responsibilities Begin to Identify Transition Team
Options and Choices Customer Requirements
Members & Leaders
Rules Event Revisited Design Principles
Complete Detailing of New
Planning Process Understanding
Process Solutions
Team To-Be Process Models
Communication to rest of
Consensus
System
Small Group Work
Transition Leadership Gaps
Defined
Process Owners Named WORK
IMPLEMENTATIO E. DEEP DIVES Implementation
Cost/Benefits
NEVENT P. GROUPS ON E. Checkpoints
Skill/Training Gaps Defined
T. LAUNCH P.
Implementation Plan Goals Established
FOCUSED
Agree on Transition Plan T. Stabilize
Developed Implementation Risks Team TOPICS
E. Rewards/Recog.
Continuously
Barriers Role/Responsibilities
P. Plan Implementation & Mechanics E. Metrics Improve
T. Resources Allocated to Micro Design P. (Team/Org.)
Support Moving Forward T. Skill-based Pay
Supervisory Issues
Typically it’s best if two consultants work together as external consultants to an EPT. Working
in pairs brings your own multiple realities to the intervention and thus models your beliefs for the
client. You can then engage internal consultants because combining their realities with your own
and building infrastructure reduces dependency on you.
The organization selects members of an Event Planning Team to foreshadow the group that will
be at a Whole-Scale event. This microcosm needs to be a snip of the DNA of the larger group:
they need to represent diversities, different cultures, different roles, different locations and
organizational levels, different attitudes (especially the cynics and skeptics), and different
experiences. Clients typically they seem to understand this kind of group without much
difficulty.
During the EPT meeting, work hard to engage all voices—especially the quiet voices and the
voices of the fringe. Frequently they make the most valuable contributions because they espouse
views that are controversial and help break paradigms. They help discuss the undiscussable.
When they believe the agenda for the event will really work, there’s a high probability that it will
work! The work the EPT does serves as a pilot for the Whole-Scale event, because the EPT will
take the same journey that the larger group will take. Design and facilitate the EPT meeting
using similar processes and the same underlying principles you use during any Whole-Scale¥
event. The EPT’s reactions help determine what will and will not work. Their experience will
be an accurate foretelling of the larger group’s learning and developing experiences.
The EPT’s job is to figure out both what the organization needs to accomplish during the Whole-
Scale™ event and how to develop it. Build an agreement with the EPT that the group will make
all decisions in the two days of the planning session by true consensus. The team needs to
understand that there can be no agreement on the "right" agenda until everybody agrees. The
wisdom about what needs to happen next flows from these discussions, even though some
members of the team grow impatient and are uncomfortable with the dissenters. Nevertheless,
each person’s voice needs to be heard and integrated, even when you find yourself wishing the
It is particularly important to Some organizations are so resource constrained that they will not
be clear about your role and the give up people for two whole days. Keep to the concept of using
roles of the EPT members at the the microcosm to plan, and take whatever time is available. Work
beginning of the work. It is with the system to find creative ways for the organization to
uncover and own its own data and design ideas, while staying
important for you, as external whole.
consultants, to be the "process"
experts, and it is important for the
internal team members to be the "content" experts. If you can keep your roles clear, the EPT will
produce an effective design, by linking and combining what the process experts know about how
to do this kind of session with what the internal content experts know about where this
company is right now and what it needs to deal with in order to move ahead.
EPTs play a critical role in accelerating whole system change because they do the following
things:
Create Empowerment and Participation - By using an EPT, you inform and empower a
microcosm within the organization. This microcosm makes meaningful decisions about their
future and the future of the organization. The EPT process builds ownership and commitment
not only for the event but also for the actions that come out of the event.
Create Community - When you foster an environment where employees can come together,
they can create and believe in something larger than themselves. The use of an EPT brings
voices from across the organization into conversation in a way that builds a sense of
community.
Create a Shared Preferred Future - When a group connects around creating a collective
"image of potential" for the future, that image will form the basis for action today. People
will truly support what they have been part of creating for the present and for the future.
Three models work simultaneously to guide your work with the EPT. The first model is MCG
(Membership –Control – Goals) because it helps you build a team. Second is D-P-P-E (Data -
Purpose - Plan - Evaluate) because it evokes the data and provides the framework for designing
the event. Third is D x V x F > R because it guides the flow and content of the conversations
that need to take place.
Euphoric
Membership
Interface
Data
Flow
Control
Goals
Adapted from Jack Gibb’s “4 Continuing Concerns in a Group” in The Basic Reader: Reading
in Laboratory Training. Detroit, MI: Province V, The Episcopal Church, 1970.
In the EPT during the personal introductions and throughout the process of building a common
database, team members have an opportunity to share why they are there, what they bring and
their hopes for the future—as well as listen to thoughts from the other members around these
same issues. In this process, people are checking out whether the other people in the EPT share
their values. They may ask themselves, “Is this a group that I'd be proud to be part of? Will they
be glad to have been connected with me?” When people feel comfortable about the answers to
these questions, they are ready to move on to the next concern area: control.
Control
The concept of Control addresses such questions as: “Who's in charge? What style of leadership
are they using? Do they care about other's opinions? Will I have too much control? Too little?”
The EPT has a significant say in the design of the Whole-Scale event. They tell you what you
need to include and who needs to attend. They identify the key stakeholder voices that the
organization needs to hear. During the actual event, the EPT continues to play a critical role in
reviewing daily evaluations and making decisions regarding the design for the next day. If they
do good work as a team, the impact they will have on the leadership team will surprise them. If
the group gets a “livable” answer to the control concerns, they will then be ready to move to the
final area of concern: goal agreement.
Goals
The concept of Goals addresses such questions as: “What do we want to accomplish? What do I
want to see happen? How will we know we've been successful?”
The EPT develops the purpose statement for the event, which drives everything else, and
identifies the outcomes to achieve during the event. At the event itself, max-mix tables and the
room as a whole will have the opportunity to add their own yearnings to the community pot.
When you feel the EPT has addressed its goal concerns, help them move into a "holding area"—
a "Euphoric Interface," a time when they are saying to each other, "We do good work. We're a
good team." From this phase, a healthy group will move ahead to deepen the relationships and
commonalties they have developed.
The organization must continue to focus on continuing concerns. One team building event is
never enough. Teams must nurture themselves. Ways to do this include on-going max-mix
teamwork, reunions of a launch group or any work team, or continuous removal of old barriers to
communication. The minute you have ceased building the team, people will begin to revert and
go backwards: they will question common goals, the distribution of power and finally, whether
they even want to be connected to this organization. This team process holds true with
marriages, as well as teams and communities, and it speaks to the importance of keeping open
communication toward a common database.
We use D-P-P-E as a fail-safe way of planning a meeting, large or small. What we learned at the
National Training Labs in Bethel, Maine, in the 1960s that caused many of us to change how we
did process consulting was the absolutely powerful nature of consensus on Purpose--“If you
don’t know where you’re going, any road can take you there!” This D-P-P-E model helped
many of us get there. “If you’re having trouble agreeing on a Purpose go back and get more data
and you’ll find it to be much easier.” There is often a point in an EPT meeting when the
consensus seems to be “stuck”, when we will ask the question: “Do we have the right people in
the room? Maybe we need more data from a different viewpoint.” Probably the most important
thing we learned in those early NTL days was that most of our energy and time was put into the
Data-Purpose part of the model. It turned out to be astonishingly easy to come up with a Plan
when we had done the first two steps well. Within the EPT meeting, the model provides a
framework for actually designing the event. Within the event itself, you will use the model to
facilitate the event. Like Plan-Do-Check-Act, D-P-P-E is an excellent process model for
working any phase of a change effort.
Data
The first element, data, is about "getting your finger
on the pulse" of the organization. The table below
illustrates the various purposes for which you may
use data with the EPT.
NOTE: If you cannot sit down with a true microcosm event planning team and have them
teach you (and each other) about the organization, you can simply pull together whomever
you can get, and treat them as if they were a real Event Planning Team. This will work if you
keep constantly aware, and keep the team constantly aware, that the team is not a true
microcosm and might not have the right data. Keep asking the group questions like, "If the
people from ‘such & such’ were here, what would they be saying?" The group usually does
a pretty good job of role playing in that fashion. Sometimes, though, you will become
aware that you really have a lack of data, and it becomes necessary to send a "pick-up team"
out to get more data from folks who can't be there
…or in some cases to go out and get them
to come to the EPT meeting, if needed. In any case, you as external consultants need to work
very carefully to stay free of making your own judgments or interpretations. In other words,
work hard to remember that "Each person's truth is truth" and to make sure
the EPT remembers as well.
In the planning meeting, once the EPT has a basic feel for the organization and has "their fingers
on the pulse," help the team to define, in words, the underlying reason for convening a critical
mass of the organization. Continually ask the question, "What has to be different in the world
because these people came together?" When you discern compelling results (rather than simply
a list of activities), this succinct purpose statement serves as a beacon (or North Star) for the
team to follow as it creates the event design. Without a clear, compelling purpose that the team
has come to by true consensus, it isn't possible to make accurate decisions about what
conversations need to take place in the meeting. If the EPT is on target with the statement of
purpose, people in the organization will read it and say, "Yes—that is a good reason to pull all of
us together for three days!" They will be excited by the proposed results, even if skeptical that
they are possible.
Plan
There’s a plan for the project (driven by the overarching purpose), a plan (agenda) for the
meeting with the EPT (see Figure 5, page 27), and a plan for the event itself. Purpose drives
each plan—What will be different because the organization does this?
In the planning team meeting, with the event purpose clearly defined, the EPT will do the
detailed planning. As you help them plan, constantly check the activities you design into the
meeting against the purpose to see if you are still on track. Also, you can ask the EPT to put on a
participant's "hat" to ask questions like, "Is this what I would want to be doing now? Am I
interested in what is happening? Do I need a break?" The EPT will determine what is
appropriate based on their knowledge of the organization, its history, its culture and what the
participants will be thinking at that time in the event. Listen to see the world through their eyes,
and you will hear the wisdom you need to hear, as an “outsider.” Each design will follow the D
x V x F > R model for change flow, but the activities in each event will be unique because, of
course, the purpose is unique and driven by the realities of the client system.
Evaluate
Members of the EPT, as well as members of the leadership group, play an important role in
reviewing participant feedback at the end of each day during a larger event and help to formulate
changes, if necessary, in the event design for the following day.
Lippitt & Lippitt (pp. 23-24) are very clear in their thoughts about evaluation and feedback:
"Feedback is only helpful if it is utilized rapidly to re-examine goals, to revise action strategies,
and, perhaps, to activate decisions concerning the mobilization of additional resources and
changes of assignments and roles. Collecting evaluation data is really a waste of time unless
some planning and energy are put into processing and using the findings, rewarding those who
have made relevant efforts, and revising and improving plans for the next stages of action."
As the Lippitts suggest, it’s effective to use evaluation in the intervening evening at each event,
summarizing it and reporting it back to the whole group the next morning, along with any
changes you’ve made overnight based on the feedback. Be committed to having the right people
hear the feedback in order to get the right voices into the plan for any changes. The feedback
belongs to the whole group, in order to help them build toward “one-brain and one-heart” as they
go along.
This formula for change from Chapter One is also relevant for the EPT because it guides the
design and flow of conversations and activities in the event.
The two days of an Event Planning Team are a journey of discovery. The discovery is around the
elements of the change model: Dissatisfaction with the way things are right now (D) x Vision of
what things could be that inspires and unites the group (V) x First steps that all can see as worth
doing (F) > Resistance to change (R). The change formula suggests that when you can get the
EPT to see themselves and their organization in terms of a common understanding of
Dissatisfaction, Vision and First Steps, they will be able to design an event that will, by
definition, overcome their organization's resistance to change. All people resist change when
any one of the three elements is missing, or is not articulated.
A Whole-Scale event is very important in the life of an organization. It is vital to ensure that the
time people spend is valuable. What will be different in the world because these people came
together? Your job is to help the EPT to make sure the results are worthwhile.
For most events, an EPT optimally needs to meet for two successive days. If this is possible, the
results are almost always an event design that is appropriate to the larger organization’s needs
and culture. Having a generic EPT meeting agenda ensures that you take full advantage of the
available time, energy and resources during the event.
Day 1
8:00 a.m. Welcome & Purpose—Leadership Kickoff
Purpose—Agenda—Norms Data
View from EPT team members
Overview of the Whole-Scale approach
Day 2
8:00 a.m. Feedback on Evaluations & Review of Work from Day 1
Refining Participants List
Elements Brainstorm (Given the Purpose, what questions
need to be answered?) Plan
Laying out a “Chunked” Agenda (flow of elements)
Developing a Detailed Design (content, process and
logistics)
Developing a Detailed Design - An event design is a sequence of activities that lead the group
to achieve their event purpose. Each activity (“chunk”) must meet certain quality criteria that
ensure the integrity of the whole design. Keep these criteria constantly in your thinking as you
work with the EPT to develop the "chunked” agenda. Also keep them in your thinking as you
facilitate an event. They are your way of staying client-focused. The quality criteria are:
Purpose - Everything you do leads to this, the organization’s "North Star." Purpose helps
define the shift the organization is seeking. From the point where the EPT agrees upon the
purpose statement, they make every decision—from deciding what customers the
organization needs to hear from up to how long lunch will be—with the purpose in mind.
Risk – Keep risk to an acceptable level that builds as the event builds, as in the practice of
yoga, where there is a difference between a healthy stretch and a painful stretch. At the
beginning of an event, ask questions of one level of risk and build on these. At the end of an
event, you’ll be asking folks to commit to specific actions.
Empowering - As one of DTA’s colleagues, Barry Camson, put it, "The work is about a
sincere, deep, abiding, unwavering, and non-faddish view of empowerment." Constantly
look for ways to increase participation, to ensure that people feel listened to, to help them see
that they have choices and feel wise enough to make those choices. All of these lead to an
individual’s increased capacity to act.
Adult Learning – Adhere to good adult learning process. Work hard to create an
environment where folks feel—and are—smart. Rational people with good information
make good decisions.
Teambuilding - Continually look for ways to make the team stronger in both their shared
view of the organization and their ability to self-manage. Everything you do is an
opportunity to build teams—both the functional and work teams as well as the cross-
functional team. Staying in the same table configuration allows participants to go deeper
with each other as they learn different perspectives from each other. Schein (p. 98) says,
"Every act on the part of the process consultant constitutes an intervention."
Theory – The models such as DVF and D-P-P-E shape the design and the ways you will
work with the EPT participants in the larger event.
A Positive Atmosphere – Additionally, you will want to create an environment where there
are no negative learnings. As Lippitt and Lippitt (p. 49) put it: "One should not intervene to
influence an individual member of the group unless the effect is at least neutral, if not
positive, for the total group, and one should not intervene to influence the total group unless
the impact will be at least neutral, if not positive, for each individual in the group.” In your
decision making, therefore, think about both the appropriate level of intervention and the
potential side effects."
“In 1982, when we first invented the concepts of Whole-Scale, Bruce Gibb, Al Davenport,
Chuck Tyson, and I were the external consultants who worked with internal Ford
consultants, Nancy Badore and Cynthia Holm. We came together to design a seminar that
could help Ford move to a new way of working, connected around knowledge and passion
for the future. We designed, with all six of us, and we agreed to design by real
consensus: if anyone disagreed, the discussion would go back to its roots and start over
again.
In order for a module to be included, each of us had to agree that it was the right thing to do
at that moment and a good way to do it. What we created were design modules that
included every principle and belief that any and all of us had
…it was a struggle that fully
paid off, and we even still cared about each other. I remember when Bruce would come up
with an elegant theory that he thought would educate and develop people appropriately and
I would say, “Boring! We want them to be empowered, not asleep.” And all the color
would fade from Bruce’s face. And thus, the design struggle continued.
Working with an Event Planning Team, we can create an event that combines the right
activities in the right order to create a genuine paradigm shift. Any one of us can design a
module of an event that wll work on one point or even two. It takes a team to combine all
of their passions in the best learning experience possible.”
Kathie Dannemiller
PURPOSE
D
V
F
Common Shared Database Builds community/builds systems thinking; is what enables the whole
to move forward; gives us a shared picture of our business situation.
There are no throwaway lines. Everything must add to the common
database
Example: Telling our Stories
Risk An expectable level that builds as the event builds, e.g., yoga and the
difference between a healthy strength and a painful stretch. Tie this to
building the team and why we stay in max-mix seating: the longer we
are together, the more open we are, the more we speak up, and the more
we are willing to confront.
Example: Telling our Stories is the foundation level of taking risk and
throughout an event it builds to the point of being able/willing to
commit to action plans.
Adult Learning Good adult education. We work hard to create an environment where
folks feel and are smart. Rational people with good information make
good decisions.
Example: Panels and Open Forums before we get down to doing work
give us different views so we begin to think as system not just
individual.
Purpose for the EPT meeting – To work together to ensure that the results the organization
achieves at the Whole-Scale event are the ones it needs to achieve.
Logistics for the EPT meeting – The EPT meeting typically occurs at the client’s facilities. A
hotel meeting room is also an option to consider, as is your own office if its size is adequate.
Depending upon the size of the group, you will sit around one table or create "max-mix" tables
similar to the ones you will use in the Whole-Scale event itself. (Max-mix is simply a maximum
mix of participants at each table so that each table is a microcosm of the whole room.) The only
supplies the EPT team needs are a flipchart for each table, markers, and tape to hang flipchart
sheets as team members fill them up (if you don’t have the kind that stick to the wall). Post-it
notes are handy for brainstorming and moving around ideas.
In spite of the detail, our generic EPT meeting design is simply a model – a
starting place. The design is not an "off-the-shelf" training manual design. It
will not work effectively if you try to run it exactly as it is written. You must
tailor—or in some cases even radically change—it to make it relevant for your
particular organization and circumstances.
GLOSSARY
Max-Mix Used to describe an actual microcosm of the real organization: all of the
levels, experience, attitudes, locations that will be represented in the larger
group meeting. We think of the max-mix group as having the same DNA
as the total room will have.
Arthritic Theory Referring to a theory written by Kathleen Dannemiller years ago, which
compares a hierarchical organization to the human body
…as it ages,
calcium tends to build up at the joints. It gets difficult to flow energy and
blood around that build up. Kathie’s theory suggests that the same happen
in old-line organizations, where people have existed in “chimneys” or
“silos” for a number of years. It gets difficult to see what’s happening in
other parts of the company because of the calcium blocks
…just as it does
in the physical body.
Valentines Describes a module we invented to get communication flowing past the
arthritic blockages. It encourages people in one organization (“arthritic
box”) to ask for particular support from other boxes, and sets up a process
to make commitments to change. The processes are based on Kathie’s
theory for dealing with conflict: Most conflict occurs because we are
unable to unwilling to listen to (and honor) each other’s needs. If we can
8:45 View from Event Planning The purpose is to build a Purpose: an opportunity for
(until Team Members (Telling composite picture of multiple team members to connect, to
done) Our Stories) realities from the diverse begin to build themselves as a
Go around the table individual perspectives team, to hear perspectives
having each person speak represented in the room. other than their own and to
about what is working and begin to build a common
what is not working in the database. (MCG)
organization, and what You know you are truly done
needs to come out of the with this process when you The questions that you ask
Whole-Scale event. have your "finger on the individuals to use to introduce
Allow for questions of pulse" of the organization: themselves are designed to
understanding from other when discussions become uncover their yearnings for
team members, and feel somewhat predictable and the organization and their
free to ask them yourself, there are no gaps in what you participation in the
based on getting to the have heard you feel need to be organization and to get at their
point where you can see filled. frustrations as well as what
the world through each they are proud of. Craft these
person’s eyes. questions ahead of time.
Once everyone is heard, end
with a summary by listing (See framing tips in Chapter
"What We Think We Know" 5, Day 1)
about the organization.
“What did we hear as Each Person’s Truth is Truth
common themes? What were
some significant differences? Be careful to ask questions that
What are we saying we want will tap each person's
to accomplish in a knowledge and yearnings (This
makes the person feel "wise"
12:00 Lunch
(45)
12:45 Desired Outcomes for the Help the design team push After everyone has shared his
(60) Whole-Scale Event their boundaries by looking at or her story (the answers to the
the opportunities created by questions the consultants
A room-wide brainstorm the large group being posed) and listened to see the
based upon the common together, by stating outcomes world through each person's
database the group built as results rather than eyes, the EPT as a whole will
before lunch works well here. activities, and by checking on be able to look at the yearnings
whether the outcomes are and desired outcomes for a
You might ask participants: realistic and achievable, yet Whole-Scale event from a
"What will be different at 5 still stretching. systems perspective.
p.m. on Day 3 of our larger
event because we had the Tips: Remind them of the rules
event?" of brainstorming; both
consultants record to go fast.
This room-wide callout will Feel free to try different
need a couple of people to techniques for this brainstorm,
write on newsprint and will be depending on group size and
a brainstormed one
…each disposition, learning styles:
person’s truth is truth. You room-wide
will find that the outcomes introverted brainstorm using
feel different (though related) post-it notes
from the ones individuals small group (table)
have identified earlier, brainstorm
because they have listened to affinity diagramming
each other and have already
expanded their database of
expectations and needs for the
event.
1:45 Event Purpose Statement Developing the purpose Depending on the number of
statement can take quite a people on the team, do this
You might begin by having a while. Ideas may need to activity as a whole group or in
brainstorm of phrases or soak overnight and be subgroups. Either way this
words that need to be in the revisited the next morning. It activity can take a bit of time.
purpose, or having individuals is worth taking enough time to It's time very well spent as it
or groups draft possibilities. get the “right answer” is this purpose statement that
will drive everything else that
The result needs to be true Break as needed. the EPT will do to plan and
consensus on a statement of execute the event.
why the organization is
having the Whole-Scale It is critical that the EPT reach
event
…what has to be true consensus on the
different in the world in order statement of purpose for the
to make the event a true event.
“accelerator of change.”
A purpose will generally start
Have the whole group test the with a “To
….” And end with
purpose by having someone “in order to
…”
read the purpose “with
passion!” Examples sometimes help, but
it is important not to give
Ask, “Does this describe the them the answer. The
meeting you really want to struggle to agree on the
come to?” purpose is vital to the success
of the planning. Usually you
will be able to get
agreement
…and even
excitement
…on a purpose
statement by the end of the
first day. Sometimes it helps
to send the group home
thinking about it, and revisit
the purpose the next morning.
Overnight insights are often
wonderful.
8:25 Design Elements Post-it notes can be handy The purpose of this activity is
(30) here. to build a common database of
Brainstorm activity ideas for possible options. You as
the Whole-Scale event. What process consultant usually take
are all the ideas the EPT the lead based upon experience.
(consultants and
representatives) might have This is not a time to worry
for people the group needs to about details such as
hear, conversations people sequencing of activities; here
need to have with each other you want to encourage lots of
in the room, things people creativity in thinking.
need to learn from their
leaders, their customers, etc.,
strategy the organization
might need to unite around,
system-wide action planning
and back-home team activity
plans it need to develop and
share, etc., etc.
8:45 Laying out a "Chunked" Do not worry about detail at Remember: you need to help
(105) Agenda this point. Break as needed. the organization build a
common database during the
Starting with the first day and first two days of the Whole-
the Scale event. Keep in mind
Welcome/Purpose/Agenda/Lo key issues the EPT identifies,
gistics, ask: "What would you as well as key models you
want to do next?" may have given to the team,
such as the DVF change
model, the Arthritic Theory,
and the Strategic Planning
Model.
12:00 Lunch
3:15 Reviewing the Design with Keep the setting informal and If leadership has problems
(45) Leadership inclusive so leadership with some of the team’s work,
integrates with the planning do not take it personally. It is
To ensure that leadership team. a signal that you simply
"owns" the design, the EPT missed some important data.
walks them through the Usually their response is,
purpose and agenda, “Wow that’s great! Now,
explaining rationales and what do you want me/us to
making adjustments as do?"
necessary with leadership a
part of the consensus. To the extent possible, make
adjustments by consensus
Give the planning team time right then with leadership and
to get ready. They could the EPT. Otherwise, it will be
break into four teams: one your job to find win-win
team to walk through the solutions and get approval
process the EPT used and the from the key stakeholders.
outcomes & purpose they
The first and foremost rule of Whole-Scale consulting and facilitation is that you NEVER
work alone. During a large-group meeting the consultant has many roles to balance:
relationship building, designing ahead, gathering and interpretation data, coordinating
with logistics, teaming with other consultants, balancing stakeholder needs, facilitating
small groups, coaching leaders and presenters and leading from in front of the room (See
Figure 6). It would be impossible for one individual to give each of these roles adequate
attention to ensure the success of the meeting.
Coaching Is Important
Coaching is one of the most important roles of the consultant. You will coach event
planning teams, leaders, presenters, the logistics team and each other or other consultants
working with you. What follows are the important coaching considerations to think
about as you approach an event. The coaching tips cover the times before, during and
after the event itself. The lists are not intended to be complete. You will certainly think
of others things you might do as well.
¾ For Presenters/Leaders:
Contract for time keeping (cued or on his or her own, etc.)
Emphasize the importance of good time keeping (short presentations and lots of
Q & A)
Contact ahead of time, at least by phone, to coach /understand the purpose and
outcomes, roles, and content guidelines for any presentation suggested by the Event
Planning Team (EPT)
Paint the picture of what to expect during the meeting
Describe the kind and style of presentation that works:
o no slides, no overheads
o from the heart – “Honesty is the best charisma”
o Open Forum process
Help people who are presenting rehearse beforehand, if necessary, or if the group
wants it (A staging day to get ready is very helpful)
¾ As panels of presenters show up, consultants should meet them and do final preparation.
(helpful tip: assign a specific consultant to be the liaison to each panel)
Explain how the process will work when they begin
Arrange for time signals – contract or re-contract
¾ Coach people (presenters and the logistics team) on how to use microphones
¾ Coach the logistics team and the presenters on how to handle questions from an Open
Forum
¾ Keep the panel together during first part of Open Forum (table discussion)
Say "The more questions you answer in Open Forum, the more satisfied participants
will be”
¾ Coach the participants in the meeting to make sure they get their questions answered
(Always check back to the table to make sure the question has been adequately
answered, before moving on)
¾ Give tips on summarizing the last day evaluations and preparing to give everyone the
feedback
¾ Discuss with Event Planning Teams and others what their post-session roles will be
¾ Offer suggestions on how to synthesize the data from the meeting and put it into some
kind of usable fashion
If you “grew up” in the world of small group facilitation, you may feel lonely with this
style—another good reason never to work alone. As a facilitator of large group events, the
payoff and rewards come from watching real empowerment come to life in the room.
People see and understand the issues, create the future possibilities, decide on the actions
and commitments they need to take and experience ways to conduct effective meetings
with their max-mix table group.
The facilitator of a large group event has to trust the design for the event—a relatively
easy task in the Whole-Scale approach because you, the facilitator, didn’t design the
meeting alone. You designed it with an Event Planning Team (EPT) that knows bet what
needs to happen and what will work in their culture. Remember that anguish and chaos,
when they appear, are not negative; they are part of the Whole-Scale process and indeed
part of any large group meeting. Trust the process and rely on the daily evaluations, the
work with your partner and the EPT to know if the design is working and what to change
if it’s not.
The rest of this chapter focuses on bringing to life the differences between the two. Some
of those differences are listed below:
Now let’s walk through each of the bullets under large group facilitation above.
Give instructions only one time. In small group facilitation you are close enough to the
participants that if something isn’t clear you can take questions and probably not lose
more than two to three minutes. It is easy to call a “Stop Action” in a room of 15-30
people. They can hear you and see you, and you can quickly get their attention. In a
group of 300-400 people, however, calling a stop to their work is a little like trying to
stop a herd of elephants. If your instructions are not clear, you might never know it in a
room of 300-400 people. Or as a Dannemiller Tyson Associate experienced – it is
possible to give instructions, watch folks go to work assuming they are on track, only to
walk around the room as flip charts begin to fill up and find that half the table groups are
doing one thing while the other half are doing another. This is definitely an experience to
learn from, not to repeat! Make sure that everything you say in front of the room has
meaning and relevance to the assignment you are about to give, and spend significant
time and energy getting it "just right" before you stand up to give the instructions.
Everything you say counts: there can be no “throw-away lines.”
Tie the assignment to the event purpose – how does what the group is about to do
move them closer to achieving the purpose of the meeting/event?
Tie the assignment to what has come before – how does what the group is about to
do support the work they have been doing to this point in this meeting/event?
Tie the assignment to what will be done later – how will the group use the products
of this activity as the it moves forward?
Give specifics of how the activity will be done – this includes giving directions,
providing clear expectations for work output and establishing an environment for this
activity.
Spell out the time frame, the location of the assignment and roles for the groups
– how long will participants have to complete this activity, where will they do their
work and what process roles will be helpful to them as they work?
An example of good framing can be found in the Open Forum Model, depicted in Figure
7. Open Forum provides a good example because of its importance in almost every
Whole-scale meeting.
To frame, read aloud through the written assignment, which participants will find in their
in-box, placed there by the logistics team “just in time” for the work to be done. If
participants have the assignment in hand, you might ask, why read it from the front of the
room? As you know, different learning styles take in information in different ways. The
more senses that are involved in understanding the assignment, the better the chances are
that people will understand it. Plus, you cannot count on everyone in the room being able
to read.
The EPT has designed the assignments prior to the event to make sure the language is
clear and fits with their culture. In contrast, you will need to develop framing during the
event as it pulls from relevant information coming out of the event to that point.
Meaningful framing and clearly worded assignments contribute significantly to the
success of the event. Five minutes of talk may require as much as 60 minutes to write—
to get it right.
Finally, this is another point at which not working alone comes into play. Write out your
framing and then bounce it off your co-consultant for refinements – take very seriously
the phase “no throw-away lines.”
Use Visuals Only Rarely. Be leery of using visual aide equipment in a large group
meeting. From your own experience think about what happens to your energy when the
lights go down in a meeting. Multiply that by 300-400 people, and you have a room full
of low-energy folks. On very rare occasions it may be appropriate to use visuals. We
once worked with a VP for Finance who was scheduled to present. Two days before the
event, his mother died. He took the time to make a 10-minute video of his presentation.
Given the circumstances, that video went a very long way to creating credibility.
Another reason for not using overheads is that rarely does the person speaking create his
or her own slides. When you have the whole organization in the room, people need to
see their leaders and perceive them as sincere and speaking from the heart. The leader’s
sincerity rarely shines through when he or she is speaking from overheads someone else
has prepared. Participants see though this and say, “Same old, same old.” In addition,
presenters often buy into the myth that people will be able to see the slides from a large
room. Handouts work much better.
Never allow one table to hold up the entire room. Never sacrifice the room for an
individual or a small group
…an axiom that applies in both large group and small group
work. It is much easier in the small group setting to adjust time, stop for questions, even
process an activity. In large group meetings, be concerned far more with the critical mass
of participants. Where are they in the process? If 20 tables are working diligently to
complete the assignment and two are struggling, trust that the 20 will come up with
answers that the two will be able to live with. In a meeting of 300-400, one individual or
table of eight cannot hold up the entire room.
Encourage facilitation to occur mostly within the table groups. Set up tables from the
start of a large group meeting to be self-managing. Everything you are doing is based on
the underlying purpose of building capacity in the client system to carry on when you are
gone. Thus, do not have professional facilitators at the tables. Starting with the first
activity, ask table groups to choose process roles such as facilitator, time-keeper, recorder
and spokesperson. Rely on the table groups. Most participants will understand the
assignment and work with those that don’t to ensure clarity. In the rare instance where
the table group remains unclear, people can seek out one of the consultants for
clarification.
Use a logistics plan and team. If you think back to the roles identified at the beginning
of this chapter, you will realize that it would be impossible to also worry about the
logistics in a room of 300-400 people. The logistics team (See Chapter Six for more
detailed information about logistics teams) are like stage-hands in a play. They are there
to ensure that participants have what they need when they need it. If the team has done
its job, logistics people will be inconspicuous during the event except for a “thank you” at
the end. The structure of the consultant team and the logistics team is hierarchical in that
the consultants get information to the team through the Logistics Team Czar/Czarina. It
is then the czar/czarina’s responsibility to delegate the work to the logistics team.
Consider making the logistics czar/czarina part of the consulting team during the Event
Planning Team meeting. As the design of the meeting unfolds, he or she will have good
ideas on the logistics of how to do the work. It is critical that the consulting team and the
logistics czar/czarina constantly share the same image of the process, activities and
timing for the meeting.
Constantly get—and use—feedback from the design team, the leaders, the
participants, and the whole group energy. Remember that as an external consultant, if
you are, causes you to be “lacking the cont4ext and history of the particular system and
its operational problems,” as Ron Lippitt would remind us. Do not make decisions about
the event design, or make changes during an event to the design on your own. Our DTA
way of making sure that we are keeping the voice of the organization paramount in our
decisions is through the following method: At the end of each day of an event, we will
hand out a one-page, three-question (generally) evaluation that we ask each individual to
complete anonymously. The logistics team collects these evaluations as folks leave the
room. The EPT, consultants (internal and external) and logistics czar then sit in a circle
and pass the sheets around the circle, read all the evaluations—all of them. After you’ve
read them, ask yourselves two questions: “What are they saying about today?” and
“What, if anything, do we need to change for tomorrow to allow us to achieve our
purpose?” Facilitate that group, of course, and you will get the answers to anything that
needs to change for the next day. Consensus will be required, as usual, and it can take an
hour or so to get there. It’s worth it. Sometimes when the group has made a decision, the
consultants may have to stay around longer to create new handouts and new design flow.
In summary, all the partners at Dannemiller Tyson Associates came out of small group
facilitation and all would now say that large group facilitation is much more rewarding.
The principles outlined in this chapter work – for small groups and large! They honor the
individuals and the organization by building their strength to carry on without outside
help. DTA hopes you find the same fulfillment in using them as we have.
COORDINATING FACILITATING
RELATIONSHIP WITH SMALL
BUILDING LOGISTICS GROUPS
BALANCING
STAKEHOLDER LEADING
NEEDS FROM THE
FRONT
GATHERING & OF THE
INTERPRETING ROOM
DATA
The Open Forum is an adaptable method for having participants integrate information. It
is especially effective when a speaker or a panel makes a presentation. Its basic format is
as follows:
Introduction of Speaker Let participants know that they will have an Facilitator
opportunity to discuss and question what they
hear. This interactive process is part of building
shared understanding.
Table discussions Table discussions work best if each table appoints Participants
a facilitator, recorder, and question asker. Give
them about 15 minutes to discuss:
Question /Answer Each table’s “Question Asker” poses the table’s All
Session questions to the speaker. This process works best
if the facilitator moderates, by identifying tables
that have questions, being sure that the questions
are for understanding - not debate or
speechmaking by the question asker, keeping
time, etc. If the facilitator senses that an
incomplete response is given, he or she can also
ask the questioner if that was a full response.
(Note: This does not necessarily mean that the
response pleased the questioner.)
Other Tips:
The Open Forum format is an excellent way of having people integrate complex
information.
Participants can rearrange themselves to allow for cross-discussion, e.g., discussion
with people who have different points of view within a “community”
The consultant can redirect the Open Forum process by asking different questions,
e.g.: “What common themes did you hear?” “What new insights/understandings did
you get?” “Which issues stand out as most important your group now?”
Logistics that work are critical to the success of any Whole-Scale event—large or small. In
successful "Whole-Scale change" meetings, activities must flow like clockwork. All the meeting
components—participants , speakers, consultants, and materials—must be where people need
them when people need them. Participants will experience anything less as chaos. They will
either feel "herded around," or they will feel that no one is in charge and thus infer that the
meeting is not important. You need to have a well-organized, well-briefed logistics team to
carry out the behind-the-scenes activities that ensure a “seamless” event for the participants.
(The work of the logistics team includes administrative matters before the session as well.)
The number of people you will need on your logistics team depends upon the complexity of your
meeting design, but a rule-of-thumb to use is one logistics person for about every 40 participants.
Additionally, it is important to have a designated logistics czar/czarina to manage the logistics
team, serve as liaison to the consulting team and coordinate arrangements with the meeting
facility.
This chapter includes generic checklists of logistics issues you will typically need to address
prior to the session, immediately before the session, and during the session. Some of the
checklist items show a bold-faced number which refers to more detailed notes following the
checklists. Also in this chapter you will find samples of handouts to use in registration packets
and for the more complex assignments. Note: As this is generic information, the actual logistics
and handouts you develop for the event you are leading must respond to your specific design.
Some of the things suggested here will not make sense unless you have an overall feel for the
flow of the meeting. We recommend that you peruse the other parts of the Toolkit if you have
not already done so before you read any further.
The bold-faced numbers following some of the items below refer to the more detailed notes
following the checklists.
Logistics Personnel
__ Have you identified a logistics “czar/czarina”? 1
__ If you have a czar/czarina who is external to the organization, have you identified an
internal counterpart to coordinate arrangements? 2
__ Have you identified and briefed a logistics team? 3
Facility Arrangements
__ Have you booked a facility?
Space Requirements
__ Is your main room big enough? 4
Equipment Requirements
__ Will the lighting be bright enough to help keep up the participants' energy level?
__ Will the sound system be adequate? 7
__ Have you arranged for other equipment as needed? 8
__ Audio/Visual (main room and breakouts)
__ Computer/Printer
__ Copier
__ Will there be adequate coat racks for all participants?
__ Will you need risers or platforms? If so, how many?
Set-Up Requirements
__ Have you arranged the room set-up? 9
__ The right number of round tables for eight, with numbers on table stands
__ Podium/panel table for front of room on the long wall
__ The right number of registration tables outside the room
__ Have you arranged for tables to be set and refreshed as needed?
__ Numbers on stands
__ Water
__ Pads and felt-tip pens
__ In-boxes
__ Have you arranged a mechanism to get messages to participants?
__ Can you get into your space with enough time to set up?
Food Requirements
__ Have you arranged for meals and refreshments? 10 and 11
Participant Needs
__ Has the organization identified the participants?
Information
__ Have invitations gone out to participants far enough in advance (including start and end
times, dress code)?
__ Has pre-work (if any) gone out to participants at the appropriate time?
__ Do participants have all the pre-meeting information they might need?
__ Travel information, map to facility
__ Parking information
Materials 13
__ Have you ordered all the materials you will need, or do you have a plan to get them?
Presenter Needs
__ Do you know what speakers will want for their presentations?
__ Podium
__ Style of microphone: lavaliere, cordless, etc.
__ A/V equipment
__ Handouts/materials they will want to distribute
__ Are you working from the final (or most recent) version of the design?
Meeting Plans
__ Do you have a plan for participant registration? 14
__ Do you have a plan for how people get to their first assigned seat?
__ Do you have a floor plan that shows how the tables are set up?
__ Have you divided it into sections for open forums? 15
__ Do you have a plan for how people find their breakout rooms?
ST A G I N G D A Y ± D A T E ± L O C A T I O N
The purpose of Staging Day is to get everything set up and ready to go. On this day, the logistics
team will become absolutely clear on its roles and goals and the agenda flow for the upcoming
days of the event. The Planning Team, the Leadership Team, the presenters and the facilitators
will connect with each other and make sure everyone has a common understanding of what will
happen and has done everything he or she is supposed to do to ensure that the event will go
smoothly and will achieve its purposes.
It may be a good idea to develop a pre-reading package for the members of the logistics team to
help orient them to the facility. This is also the time to move supplies and materials to the
facility.
T he generic schedule below describes the typical things that happen on Staging Day.
While the facility sets up the room, Set up the Logistics “command
Check the room layout and tweak as center”
necessary Provide laptops, printer, copier
Set up a logistics “command center” and other supplies:
Do anything else you can think of to ¾ Two to three rolls of 1”
get a head start masking tape
¾ 3 x 5 post-it notes—1/2 pad
per person
¾ Crayons for voting
¾ Dots for voting (15 red & 15
green per person)
¾ Flair-type pen for each person
to write on post-it notes
¾ 10 pair of scissors for
turnaround
¾ Scotch tape
A Logistics supply kit is
handy, with things like:
¾ Stapler and staples
¾ Paper clips
¾ Rubber bands
¾ Approximately 20 business-
size envelopes
Two step ladders make
hanging headers easier
After the facility sets up the table and Check Table Seating:
chairs, logistics team members can You may need up to 48 tables
do the following things: for eight
Put handouts on tables Provide an extra table for last-
Place an In-Basket at each table minute shows
Station flipchart easels around the Also provide a table for the
periphery of the room facilitators and one for the
logistics team
1. Logistics Leadership
To streamline communication and minimize conflicting instructions between the logistics team
and the consultants, designate one person as logistics team “czar/czarina" to coordinate all
communication, work, and assignments and serve as liaison to the consulting team and facility
staff. The logistics czar/czarina is like a stage manager in the theater. Professional trainers or
meeting planners need to be particularly open to new ideas if one of them happens to be the
czar/czarina because they usually have a different paradigm about how to run a meeting. You
will JHWregular feedback about how unusual the kind of meeting describe here really is.
The client may handle many of the logistics arrangements directly. These include such items as
contracting for the facility and food, sending invitations and arranging for presenters. It is
essential, therefore, to establish a single internal point of contact for coordinating logistics with
the logistics czar/czarina. It is important to be in frequent contact with the internal contact
between the event planning team meeting and the event.
There are two major benefits from having an internal logistics coordinator:
The internal coordinator is familiar with the system and can get things done easily and
quickly.
Working with an internal coordinator makes it possible to begin transferring skills to the
client system as they do the practical leg work needed to prepare for an event.
Make sure that the internal logistics coordinator has enough help. There is nothing worse than
getting to the day of an event and finding out that a task has not been done because the internal
coordinator, overwhelmed by other organizational demands, did not see it as important.
Examples are arranging for max-mix seating, preparing name tags and making sure that meals
can be served very quickly.
It is helpful to a company-wide change effort to select as logistics team members people who
will not be participants but who will benefit from being part of the session. Team members
should understand that logistics work is demanding and fast-paced!
As soon as possible after the organization has identified the logistics team, brief them on the
nature of a Whole-Scale session (what you are trying to accomplish, what kind of environment
you are trying to create, what you believe are some of the critical success factors as related to
logistics activities) and the logistics team's role in the process.
The room must be large enough to accommodate the number of participants seated at round
tables of eight. Furthermore, there must be sufficient aisle and perimeter space to allow people
to easily move around and to accommodate flipcharts. This usually means that you need more
space than the hotel thinks you do because they only give enough space for waiters and
waitresses to get through, which can lead to fairly tight quarters. Multiplying the number of
participants by 25 square feet per person will give you the approximate capacity for your
purposes. You will need extra space if you plan to use video screens, cameras, etc. Be careful
that the facility doesn’t switch meeting rooms on you without your knowledge! Try to avoid
rooms that are too long and narrow (the “bowling alley” effect). The “front” of the room should
be on the longest wall.
In the main room, given enough “elbow room” between tables, groups will be able to stand the
noise level for short assignments, but for many activities, relatively private meeting space works
better (for groups of various sizes) so participants can hear each other well enough to accomplish
complex or delicate assignments.
Make sure that "breakout rooms" are adjacent to the main room so that traveling between them is
quick and easy. If they are not close by, you may not want to use them much because you cannot
afford to build the travel time into the meeting schedule.
Although the number of breakout rooms you will need is driven by the actual meeting design, the
number of participants, and the availability of facilities, these rules-of-thumb will help you
maintain flexibility in the face of uncertainty:
At the meeting itself, it is important to help participants find their breakout rooms quickly and
easily. Include a map of the facility in their registration packet and hand out lists of breakout
assignments as they are needed. Also, members of the logistics team often act as guides.
5. Taping to Walls
Many facilities have rules about taping to their walls. You can usually get permission from the
facility to tape things up since they want your business. For the most difficult situations, 3M
makes some special tapes guaranteed not to take off paint or leave a residue. (One option is
Scotch Brand drafting tape which is pretty easy to find.)
6. Sound System
Use hard-wired mikes for the front of the room and cordless mikes for the audience. You will
need one mike for the podium, one for every two people who will be sitting at a panel table, and
three to five cordless mikes depending on the size of your meeting. Be sure to check the
requirements for mikes in breakout rooms also.
Since the meeting depends upon people being able to hear each other, it is critical to have a full-
time audio technician to run the sound system. Many in-house systems are inadequate for one
reason or another. You may want to use an independent system with dedicated technicians. Be
sure to train one member of your logistics team to understand the system so he or she can
function as a back-up to the technician.
7. Equipment
You may need some audio/visual equipment at the last minute. Usually a facility can handle
this. Also, you may change a design in mid-stream if it is not working. A redesign may call for
new or altered instructions on handouts for each participant. To be prepared for changes and to
turn around the new strategy before Day 3, have a computer, printer, and copier at the disposal of
the logistics team.
Video taping the event is often useful for sharing the work of the day with others and for
orienting new employees later on. If you do decide to create a video, make the camera work as
Participant Tables
To promote easier discussions and work, use round tables, each seating eight people. Number
the tables and ask the facility to display the numbers on table stands so that you can see them
easily from a distance.
Arrangement
To enable the largest number of participants to easily see the speakers and the speakers to make
eye contact with the largest number of participants (which keeps everyone more involved), place
the "front" of the room on the long wall in a rectangular room
(Note: Facilities often have trouble comprehending this type of arrangement – their tendency is
to place the front on the short wall (classroom style) or at the end opposite the entry doors no
matter where they are.)
Have the facility fax a drawing of the room faxed to you. Using that map, draw how you want
the facility to arrange the stage, refreshments and tables. Provide the facility staff with the
drawing of the room arrangement you desire, but also be prepared to rearrange the room when
you arrive the night before or early the day of the session. The most frequent problems you will
encounter are tables too close together and tables too close to the wall.
9. Meals
Have meals served in a room other than the meeting room (but still close by - see
“Breakout Rooms”) to avoid delays caused by meal set-up and clean-up. The goal is to serve
people as quickly as possible (in fewer than 10 minutes, preferably in 5 or 6!) regardless of the
group size. Meals served buffet style are the quickest, but only if there is a sufficient number of
lines and a sufficient amount of room. (At a Ford session, 350 people were all eating within 10
minutes. They had eight buffet lines.) If you decide to have meals served, have as much as
possible of the food preset (e.g.: salads, desserts, and rolls).
Find out if the leadership and others will want meals on the evening of Day 2 during the
turnaround.
Remember to include vegetarian and other special diet requirements in your planning.
11. Refreshments
If there is enough space, place the refreshment table right in the main room. During the session,
encourage people to do whatever they need to do to stay alert, so it helps if they can get some
refreshments quickly and easily. At the very least, have coffee be available throughout the day
and make sure that pitchers of water are regularly replenished at each participant table and at the
speakers' (panel) table. If you decide to provide snacks, participants really appreciate some low-
fat options.
Some combination of the following five types of seating configurations work well during Whole-
Scale sessions:
“Functional”
Individuals who perform the same or a similar function across divisions such as industrial
relations, finance, engineering, and manufacturing.
“Max-Mix”'
A maximum mix of participants, each table like a microcosm of the whole organization. Make
up tables of eight individuals who are as representative as possible of functions, organizations,
and levels. In order to encourage free-flowing discussion and exchange of ideas, do not put
anyone at a table with their immediate boss.
“Organizational”
Intact work teams with a boss and subordinates. When it is not possible to bring together such a
group, the key criterion for forming a work team is its members' interdependence. (Sometimes
this is the same as functional.)
“Program” or “Project”
Usually a cross-functional team responsible for accomplishing or carrying out a specific project
or program.
“Self-Select”
Groups formed by participants at the session based on each choosing a particular topic on which
to work.
In-Boxes
An “in-box” on each table provides a consistent place for groups to find handouts and supplies.
Use plastic trays, or box tops.
Keirsey-Bates
Two booklets, The Sixteen Types and Leadership, Temperament, and Talent, allows you to do
Myers-Briggs work simply. Order them from:
Prometheus Nemesis Book Company
Post Office Box 2748
Del Mar, California 92014
760-632-1575
Post-It Notes
There are a number of uses for sticky notes. 3M Post-It Notes are the most popular brand. The
3x5 size works best. In most cases one-half pad per participant for each activity requiring Post-
Its is a good rule of thumb. Remember that in high humidity these notes may not stick well.
Name Tags
There are two tasks connected to name tags: making the seating assignments and actually
creating the tags. Creating max-mix table assignments requires familiarity with the participants
so they can be grouped to maximize diversity of function, length of service, level, race, gender,
etc. No one should be seated with his or her direct supervisor. The Event Planning Team or
someone else internal to the organization may do the seating assignments.
When participants arrive at the event, they should find a pre-printed name tag showing their
name and their table number. In some cases there will be two table numbers for different seating
at different points in the event. Be sure to assign these two tasks well in advance. Don’t ever
wait until staging day to start doing this for a 500-person event! Also, have extra name tags and
be ready to print them out for unexpected participants.
An alternative is to have name tags on the tables and have the participants fill them out.
FRONT
1 2 3 4 5
6 7 8 9
9 2 5 6
3 1 7 8
4 10
Give a copy of this ³grid´ to each mike handler and tape one to the podium. (Try to keep extra
copies around, too.)
Then, during a question and answer session, call on tables from each section of the room ± two
at a time: the first table number and the next table number to be ³on deck.´ In the example
above it would go: ³Table 3 is first, with table 8 on deck.´ Then, ³Table 8, with table 14 on
deck,´ and so on. As a table asks a question, check it off the grid so you can keep track of who
has not had a chance to ask a question. This process enables you to give all the tables a chance
to ask a question sometime during the three days and enables the logistics people to be ready at
the next table with a microphone so you can keep moving quickly.
75
You will find it particularly important when you use this approach to leave ten minutes or so for
“burning” questions when you open up the process to any table. Logistics should have a clear
contract with the consultant at the podium about how this will work. By increasing the "hype" as
each question gets asked (“You will not be able to go on if you do not ask this?”) you still make
room for participants to ask the important questions and end up with a feeling of closure. Abrupt
endings (“OK, that is all the time we have.”) seem to leave people feeling cheated.
Whenever you have more than one question and answer session, you can pick up where you left
off on the grid, and you can start again from the top of the grid after you have made it all the way
through.
Work hard to make sure participants have what they need exactly when they need it for two
reasons: you want them to be able to concentrate on the task at hand (content) rather than on how
to do that task (process), and you want the logistics to facilitate their success rather than get in
their way.
Specifically:
Flipcharts
Although each table of participants will get a flipchart for themselves, charts tend to end up in
odd concentrations around the room. The logistics team needs to provide assistance to get the
flipcharts to tables quickly – and out of the way when people are not using them.
Another task involving the flipcharts is to keep the aisles, perimeter of the room, and any voting
areas clear during “post and read” and voting activities. The charts tend to be in the way, so a
quick sweep of the room can make a real difference in participants' ability to move around.
Handouts
The logistics team and the consultant giving an assignment need to have an agreement about
when to hand out written instructions or new seating lists. The issues that come into play when
deciding when to hand things out include making sure participants will not misplace things if
they are handed out too soon, making sure that participants are not reading when they should be
listening to a speaker, and having a system to distribute the materials as quickly as possible.
(Note to Logistics Team: It is often helpful if the handouts are copied in different colors for easy
reference, but check with the consulting team first.)
17. Pacing
Lags in the proceedings of a large meeting are amplified: picture 600 people all waiting for
something to happen. Therefore, you will want to work hard to keep your pacing crisp and
quick. You can do this a number of ways:
Handouts
Before you need them, count out the appropriate number of handouts for each table and
crosshatch these "packets." Assign specific logistics team members to distribute packets to
Microphones
Make sure the next table to ask a question or the next group to report out already has a mike in
the spokesperson’s hand, ready to go.
Speakers
Make sure whoever is speaking next is right up by the podium. Avoid the long walks up from
the back of the room.
You will want to save and publish some of the work participants do. Usually this includes the
Glads and Sads, the Valentine Responses, the System-Wide Action Plans, and the Back-Home
Plans. Find out from the design team what they want to keep in your situation. (If you cannot get
an answer, save everything! You can always throw things away later.)
Although you will ask the participants to label their work, it will be enormously helpful to you to
devise a labeling scheme of your own so that you are sure of where things came from (activity,
page, group) after the meeting. When you have collected all the work that needs to be saved
from a given activity, roll it up, rubber band it (tape makes a mess when you unroll it), and label
the outside of the roll with the activity name.
The sooner someone types this material and distributes it back to the meeting participants, the
better. If it is back soon enough, they will use it to explain what happened at the event to people
in the organization who were not able to attend the meeting, thereby adding "leverage" to the
changes the participants are trying to bring about.
Important! Before leaving the event, contract with someone inside the client organization to take
custody of all the work products (flip charts, post-its, etc.). Have a very clear understanding of
who will be responsible for typing up the content and by when. People are both exhausted and
euphoric after many of these events, and there is a high risk that this material will be gathering
dust in someone’s office two months later if you don’t ensure that it won’t. Part of the
responsibility of the leaders to the participants is to make sure that they do something with their
feedback.
Note: You and the client should consider arranging for documentation of the event in real time.
Having computer “scribes” in the room makes it possible to have results compiled at the end of
each day. Participants see a new model of communication feedback when they are able to have
data from one day typed and ready for them at the beginning of the next day. It also jump starts
the follow-up process.
Purpose
To work together as leaders of this organization to:
Build a picture of where the organization is right now,
Explore and agree on where it must be in the future if it is to be successful, and
Make commitments to each other on what people in the organization need to do differently,
individually and collectively, to get there.
Day 1
7:30 am Continental Breakfast
8:00 am Welcome/Purpose
Agenda/Logistics
Telling our Stories
Environmental View
View from our Customers
Organization Diagnosis
Celebrating Diversity
5:00 pm Evaluation – Day 1
Day 2
7:30 am Continental Breakfast
8:00 am Feedback of Evaluations/Agenda for the Day
Stakeholder "Wild Card" Module
Strategic Planning Model
View from the Leadership
Organization Strategy: Revisit
Feedback on Strategy by Participants
5:00 pm Evaluation – Day 2
Day 3
7:30 am Continental Breakfast
8:00 am Feedback of Evaluations/Agenda – Day 3
Response from Leadership Group: "Finalized" Strategy
Panel of Possibilities
Preferred Futuring
System-Wide Action Planning
Valentines: Inter-Group Requests
Back-Home Planning
5:00 pm Wrap-Up/Evaluation/Close
Facilitator
Help keep the group on task
Watch the time to assure that the group completes its task
Assure that everyone is able to participate-no one dominating, no one excluded
Remind people to listen as others are talking
Encourage people to respect and use their different perspectives and views
Recorder
Listen for key words; do not edit-use exact words
Capture the basic ideas, essence
Write rapidly
Write legibly, 1 to 1-1/2 inches high
Number each sheet; reference topic, group
Do not worry about spelling
Spokesperson
Be sure you understand what you are expected to report
Listen carefully to the discussion
Report out key points as requested at the end of the session
Rules of Brainstorming
Do not discuss ideas
Do not judge ideas (good or bad)
Repeat ideas are fine
"Piggybacking" off someone else's idea is fine
Wait for the silences to end: the greatest creativity follows
The more ideas, the better
Wh a t bu sin ess a r e we in ?
STAKE H OLDE R Wh a t va lu e do we cr ea t e?
NE E DS P URP OSE
(Now a n d F u t u r e) MISSION
Wh a t ’s t h e focu s of a ct ion ?
VALUE S
Cu st om er s Wh a t do we st a n d for ?
Top Ma n a gem en t
Su pplier s H ow t o m ea su r e su ccess?
Com pet it or s VISION OF Wh a t ’s ou r pr efer r ed
E m ployees SUCCE SS fu t u r e?
Un ion Lea der s (n ext 3-5 yea r goa ls)
STRATE GIC Br oa d t h r u st s
E va lu a t e– TH RU ST Ba sis of com pet it ion
Did we r espon d (n ext 3-5 yea r s)
a ppr opr ia t ely
t o st a keh older s? Ach ieva ble, m ea su r a ble
STRATE GIC
Resu lt s
OBJ E CTIVE S
E va lu a t e– (1-2 yea r s)
Did it
a ch ieve t h e Wh a t will we do?
r esu lt s Wh o will do it ? Wh en ?
ACTION P LANS H ow is it t o be don e? Wh a t
r esou r ces a r e n eeded?
E va lu a t e–
Did we do it Do it !
IMP LE ME N T
Principles
PEOPLE are our key resource
INTEGRITY is our way of life
QUALITY of product and of customer support is fundamental
TECHNICAL EXCELLENCE must guide design
Vision
To be recognized by our customers and competitors as a world class provider of quality
computing and telecommunications services.
Mission
Company's mission is to satisfy our customers' requirements by providing computing and
telecommunications services of superior quality. Quality includes meeting or exceeding the
customers' requirements for cost, schedule, and technical performance.
Strategic Goals
1. Continuous improvement in the quality of our services, products, and processes will be our
way of life.
2. We will create an environment where each individual can make important contributions and
achieve his or her full potential as part of the Company team.
3. We will take a proactive leadership role in developing and implementing information system
strategies.
4. We will achieve a leadership position in selected external markets with financial returns and
growth rates better than our competitors.
5. We will make timely, innovative use of available technology, emphasizing responsive, user
friendly solutions and systems integration of off-the-shelf products.
6. Our management systems, policies, procedures, and organization structure will be simple,
effective, and consistent.
To:
(Specific Group Name)
These are the things you do as a normal part of doing your job (or as a by-product of it) that
make it more difficult for us to do our job:
From:
(Specific Group Name)
It is ______ – ______ years from now. We are pleased and proud of how effectively we have
achieved this objective. What do we see happening? What are people doing that lets us know
we've reached our objective?
Use one “Post-it” note for each idea – but write as many ideas for each objective as you can
think of. There are more “Post-it” if you run out. Write the objective numbers at the top of
the “Post-its”.
Stick your "Post-its" on the newsprint sheets hanging on the walls under the respective
objective headers. Your ideas will be used to develop action plans for each objective.
Finally, sign up for an objective group in which to do more specific planning. There is a
sign-up sheet posted under the objective header where you have hung your “Post-its”. Please
note that there are only a certain number of slots for each action planning group: we want to
spread the wealth and insure all objectives are worked on. Please do not sign up for an
objective if all the slots are filled: large groups are not as effective at this stage of the work.
The sign-up sheet will also tell you the breakout room where your group will be working.
As you write your ideas on the “Post-its”, be as clear and specific as you can.
4. Develop a preferred future statement based on your own beliefs and the input you have
received on the “Post-its”.
6. Brainstorm all of the ideas you have about what we could do differently as an organization in
order to really "move the needle" on this objective in the next six months.
7. Using your last brainstorm of ideas, agree on a specific, detailed plan for this objective
(including what actions, who is responsible, by when) that you recommend for the whole
group’s' consideration.
8. Create a self-explanatory flipchart report of your preferred future statement (step 4) and your
recommendations (step 7) for the Leave a four-inch margin on the left side of your sheets for
voting.
On a scale of 1 to 10, how confident are you that we will carry out our commitments to each
other?
Not a
snowball's Watch
chance... our dust!
1--------2--------3--------4--------5--------6--------7--------8--------9--------10
DxVxF>R
R = Resistance to change
Change will occur only when the product of D, V, F is greater than the amount of resistance.
Change will occur and sustain itself when there is a common database of D, V, and F in an
individual and/or the microcosm of the system. If any of these bases is zero, change will not
RFFXU,WLVDSSURSULDWHIRUPHPEHUVRIDQRUJDQL]DWLRQWRUHVLVWZKHQWKH\FDQ¶WVHHWKHODUJHU
picture.
Further Readings
Beckhard, Richard and Harris, Reuben. Organizational Transitions. Managing Complex Change
2nd edition: Addison-Wesley Publishing Co. (Addison-Wesley Organizational Development
series.) Reading, MA. 1987.
Loup, Roland. "A Model that Describes Conditions Necessary for Change." Dannemiller Tyson
Associates, Inc. Ann Arbor, MI, 1993. (This article is based on a slightly different version
which appeared in the April, 1993, issue of the Detroit OD Network Newsletter.)
GENERIC DESIGN
Purpose
To work together as leaders of this organization to:
Build a picture of where the organization is right now
Explore and agree on where it must be in the future if it is to be successful
Make commitments as to what people in the organization need to do
differently, individually and collectively, to get there
Day 1 Expanding the organization’s world view – building a common data base about
each other, the organization, its stakeholders and its environment
Welcome/Purpose
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Celebrating Diversity
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Day 2 Ensure the organization is connected as “one brain and one heart” and able to
develop a new direction together built on that connection and expanded world view.
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Stakeholder "Wild Card" Module (suppliers, union, program managers, et al)
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Leadership Work on Response to Input
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Purpose
To signal the importance of this meeting and why the group is together. The change champion will have an opportunity to
communicate his/her commitment and need for support from everyone in the change process.
Underlying Philosophy
This module sets the tone for the remainder of the event. Because you will often work with hierarchical organizations, the group
almost expects the leader to welcome participants and legitimize what they are going to do. You can, however, use this module as an
opportunity to signal that things will be different by changing who presents and/or adjusting the tone, style, and content from whatever
is typical for that organization. In addition, participants will usually be at max-mix tables, which also sets a different tone.
8:00 Welcome/Purpose The speaker is a sponsor of the It’s helpful if the speaker
(15) The speaker does the following things: three-day session, a real or a uses “I” messages and speaks
Explains why the organization is having this virtual leader of the change to the purpose as if it were
launch meeting and what everyone has done process. He or she could be: his or her own.
to get ready. He or she describes how the A hierarchical leader Prior to the welcome, make
organization chose the EPT, and the purpose A union leader an agreement with the
the team developed for these three days. An EPT member speaker about timing and a
Describes what the purpose means to him or A program director process to indicate when
her, and why it’s important. x Etc. time is up. You cannot stop
Describes how he or she hopes the group will people while they’re talking
work together during these three days. if you haven’t contracted
Tells what he or she personally hopes to walk with them in advance.
away with at the end of the third day. Stand near the front of the
Introduces the members of the EPT by name room because trying to signal
and function and have them stand up one at a from the back of the room is
time. fraught with danger!
Describes his or her participation. For Make sure that participants
example, he or she might say, “I will be at a understand that the event has
max-mix table myself, and I will be here for been planned by members of
the whole session. Let’s make this session a their own group.
great one!” x It is important that leadership
Introduces the lead consultant. stay throughout the whole
meeting, assigned to a max-
mix table
Purpose
To provide participants with an overview of the meeting so that:
You reduce the mystery about what will happen in terms of process and content
You identify what they will be doing during this meeting that will be different from the passive role they may have played in other
meetings
Underlying Philosophy
To identify norms that describe how the group is going to be working together. These norms include the awareness that participants
will be able to be responsible for their own learning. Participants will hopefully begin to understand that they can shape and influence
the outcomes of the meeting.
Let’s take a five-minute break now and give people If your internal resources tell
an opportunity to move to their assigned tables if you that everyone is seated
they’re not already there. You will be far more where they are supposed to be,
successful if there is a microcosm at each table.” consider skipping this part.
Purpose
To begin to build a real learning community as a team at each table and in the whole room by:
Beginning to build a common database
Connecting at each table across organizational lines
Enabling participants to think whole system by giving them a broader base of understanding
Ensuring each person has the opportunity to clarify and express his or her own views and needs
Underlying Philosophy
This module addresses several key points:
Building the cross-functional table groups into a team that functions well and is increasingly open with each other over the three
days: a safe place to try out ideas and reactions with people from diverse parts of the organization.
Broadening the picture that each person sees of the whole, so that, as the module unfolds, everyone sees a bigger picture of the
whole.
Signaling to the participants that this is their meeting. The message is: "If it is to be, it is up to me.”
9:50 Break
(10)
Purpose
To build a common database of what’s happening in the environment now and in the future that will allow the group to make more
informed choices regarding strategy
Underlying Philosophy
This module defines trends in the organization's industry as part of the environmental scan in its strategic plan so that the organization
can see further into the industry and the future. If the Whole-Scale event is taking place in a subsidiary, it is critical that this module
focus on the subsidiary's industry, not the parent company's. What participants need to hear in order to open up their thinking that
would not be sufficiently covered elsewhere has determined the content of this module (e.g., in the view from the leader's bridge, view
from the customer's bridge, etc.). Appropriate topics could include global, economic, or political issues; technological trends specific
to the industry; competitors’ data; etc.
11:30 LUNCH
Underlying Philosophy
To do good strategic planning, the participants need to hear directly from their customers and engage in a dialogue of understanding.
In order to be more effective in supporting the customer, the participants need to see the customers' world and the challenges they
face. Ordinarily, dialogue with customers is problem-focused. In this session the key is in having "live" customers so that the
participants get a visceral connection with these key stakeholders.
Three customers is a good number. If you decide you need four, limit their presentations to 10 minutes each. You will need to get a
cross-section to connect with the diversity of the audience (products, geography, etc.). You want customers who will offer new and/or
important data. The EPT members should ask themselves, “What do the participants need to hear? Should there be internal and/or
external customers? Which businesses have the most urgent need for data?” What you want to do is give them three different voices
for the broadest customer picture possible.
12:00 Introduction Seat customers at panel table Customers should receive the
(5) “These are key stakeholders. Please listen carefully with mikes. specific questions you want
to see the world through their eyes. You will have them to address and be
an opportunity to discuss what you hear, share advised of how much time
reactions at your table, and generate questions of they’ll have well in advance
understanding at the end of the panel presentation.” of the session.
1:35 Break
Underlying Philosophy
Participants begin to feel "I am not alone–others agree with me on these issues." Specifying this common dissatisfaction early in the
session can focus the motivation for change (DVF model.) Using "glads, sads and mads" language is helpful in the venting process
because it targets participants' child ego state. In some organizations using "prouds and sorrys" or "successes and frustrations" might
be a better fit culturally. This module also validates the wisdom of the participants by permitting them to act as their own experts.
They are diagnosing themselves rather than having an outsider tell them what is right and wrong in their organization. This process
generally leads to less resistance from participants in owning the assessment.
"In your in-boxes you will find an assignment sheet Place handouts in in-boxes In very large meetings, many
with the list of processes you will be analyzing and with topic list and assignment tables will work the same
a card assigning one of them to your table. Please for each person. topic. When this is the case,
pass them around and make sure everyone knows randomly assign the topics
which topic your table has been assigned. (If your Put Card in in-box with topic evenly across the tables, and
card has an 'R' on it, your table will need to select for table to work. (Put an "R" within each topic designate
two spokespersons to “report” the results of this on the back of the card one table to summarize all the
activity. I'll say more about their assignment later.) assigning a reporting table if voting.
the total group is so large that
"Everyone find your topic? Good. Let's quickly you need to limit the number If the number of tables is close
review the rules for brainstorming: of reporters.) to the number of topics, you
Piggybacking is OK may let them choose a topic
Add to the list whatever anyone says, no based on interest: put the
evaluating topics on a flipchart sheet with
It's OK to repeat sign up slots, and ask each
No discussion table to send up a runner to put
Silence is OK their table number by their
choice.
1:50 Groups Work Move flipcharts to tables. Using the logistics team in this
(30) "OK. You have 30 minutes to work: Agree on a way helps the process move
working definition and then brainstorm glads, sads, Logistics team spreads out to more quickly than having the
and mads as you think about your topic over the take sheets as they are filled up tables responsible for hanging
last year. Grab a flipchart and go for it! As you fill and post under the appropriate their own sheets. Also, you
up sheets, a member of the logistics team will come process header. can ensure you are maximizing
around to place them under the appropriate header the spread of the sheets by
on the wall." using all the wall space while
not hanging sheets on more
than one level. This greatly
facilitates the voting process.
Spokespersons: before you begin voting, please One table from each group that Spokespersons need not count
meet me here at the podium for the next few got the same topic assignment votes. Simply look for
minutes so I can give you your assignment." should have been designated as clusters, remembering that the
a reporter table. Each reporter same item may have gotten
table sends up two people who votes on more than one sheet
will work together to circle the
top two-to-three vote-getting
glads, sads, and mads across
all the flipchart sheets for their
topic and prepare to report
them out.
Purpose
To better understand different ways of looking at the world and to learn to celebrate those differences for the positive things they bring
to the organization.
Underlying Philosophy
Participants will get insights about themselves and an appreciation of the value of different approaches applied to the same
problem/situation. This is a fun, fairly light activity which participants enjoy. It's a major paradigm shift for most of them: beginning
to see that diversity among people is actually a strength. Because it is fun, this learning "sneaks up on them." This module also
provides a consistent message regarding the stakeholder concept: people must listen to each other – see the world through the eyes of
each other – to make the best decisions and set the best strategy.
3:30 Explain the Dimensions: Describe each dimension You are giving participants a
(20) "Each dimension is a scale – you will have some of drawing on flipchart paper, and framework for understanding
both, but favor or prefer the side on which you give examples. You can the types. You are adding to
scored highest. Like right or left handedness – you explain each dimension, but it what they have already read
prefer or favor one hand, but you can still use the is often better to do a little and are giving them new data
other. "skit" type presentation with about the opposite letter. The
two people, each with opposite purpose is to help them see the
letters, explaining themselves interdependence people have
and having interaction with on each other, how groups are
each other about the stronger because they have the
E -------------------------------- I For each dimension ask for a Keep presentation light and
Extravert Introvert show of hands about how upbeat. This is about
"Measures where you get energy: many have each letter and how celebrating differences, not
Extravert: from outside world/through many "x" or even scores. judging each other. People
interaction with others will often laugh and nod in
Introvert: by going inside/by thinking/by Describe why different types agreement as they recognize
introspection are so important to each other. themselves or others in the
Examples: descriptions.
Going to parties.
Speaking up in meetings. It's best not to invite
Dealing with conflict. participant questions and/ or
input at this point. It’s better
In general population: to cover the basic data quickly.
75% are extrovert Interruptions could delay this
25% are introvert Ask for show of hands for each part much too long.
dimension.
S -------------------------------- N
Sensing Intuitive
3:50 Leadership Styles Post breakout room This activity deepens the
(5) "In addition to the 16 types, there are four assignments up front. participants' under- standing of
subgroups that describe leadership styles: themselves and, during the
“NF, NT, SJ, and SP." Write assignment on a report- outs, of others.
flipchart in main room and in
Assign each type to a breakout room each breakout room.
Purpose
To get 'a finger on the pulse' of the participants as they are leaving and to use the information as a common database shared by you
and the Event Planning Team as you plan for tomorrow and shared by the participants when they hear the data tomorrow.
Underlying Philosophy
To get a reading on where the participants are. The purpose of the evaluation is not to critique the design. Instead, use the
participants' data to plan for tomorrow. Use the information to adjust tomorrow's agendas to help the group achieve the purpose of the
event. The evaluation also provides an opportunity for participants to vent if they need to do so. The use of written evaluations
further empowers the group since their feedback serves to guide changes to the next two days' agendas.
4:50 "One more thing before we break for the day Logistics team hands out Recommended questions:
(10) The logistics team is coming around with a evaluation forms to each table.
form for you to use to tell us how today went Before handing out, count out How did today go for you:
for you. the appropriate number of Highs?
The leadership and Event Planning Teams will forms per table and crosshatch Lows?
read your answers tonight and use the data to the stack for easy distribution.
agree on any changes needed for tomorrow's What advice do you have for us
design for tomorrow?
We will also summarize the themes we hear and
tell you first thing tomorrow what you said. In Logistics team puts boxes or If you change these questions,
that way, each of us will have a better 'fix' on stands at doors to collect it's important that you use open-
how you are reacting. Your reactions become evaluation forms. Team ended questions so that you can
another important part of the common database. should also check tables in get your "finger on the pulse" of
So, be sure to “tell your truth.” case some participants have the group.
Thanks. See you at breakfast at 7:30. left evaluations there and take
Tomorrow’s session will start promptly at 8:00. evaluations to the EPT and Inform the leaders and Event
Leadership and Event Planning Teams: please leadership teams as quickly as Planning Team beforehand that
join us at a table to read the evaluations." possible wherever they’re you would like them to stay to
sitting. read the evaluations with you.
Purpose
To enable the EPT and leaders to understand where participants are as they leave today and to be sure all are on track for tomorrow.
Underlying Philosophy
By getting the leaders to read with you, you involve and engage them in the heart of the process. This helps them own the process and
heightens their awareness of their role on Day 2 and how important that role is.
The leaders may ask you how long they need to stay. A response is, "As long as you can. It shouldn't take more than an hour. Will
you just sit down and read the evaluations for about 15 minutes?" Say whatever you think you need to say to keep them there to read
the evaluations. Tell them that tomorrow night they will need to be here all evening. "Give us what you can," is the message to
communicate.
5:00 Read Evaluations and Vent Logistics team clears off a table What you are looking for in
and makes room for about 20 the evaluations to show that
people. EPT and leadership team you are on track:
members sit in a large circle to Highs:
read the evaluations and pass them Opportunity to hear and
around. Encourage everyone to ask questions of the
vent about evaluations they don't leader
like. Celebrating diversity.
Being part of a team.
Consultants: look for implications Lows:
for the designs on Day 2 and Day These are usually varied
Purpose
To expand from an individual view of yesterday to a whole system view of where the organization is and be able to move to the next
stage of change based on that wider picture.
Underlying Philosophy
Building to one brain and one heart requires moving constantly from the individual view to a whole system view and back again. In
that process, people need to stay connected as they move ahead if the organization expects everyone to support the change.
Participants need to understand that action research is not academic exercise. Individuals will be able to build on the whole group’s
feedback as they interact with each other. That’s the principle of action research – the organization moves forward, it moves deeper, it
stays whole. This process is the first stage of unleashing participants’ desires to be empowered. Participants see that their input is
valued and used. Such a participant might say, “I can influence as far as I can see.”
8:00 Feedback of Evaluations Use the same max-mix seating Make it clear as you describe
(08) Describe summary of feedback and give specific as the day before. the summary what proportion
quotes from representative responses referred to each theme.
(“About a third of you thought
The purposes of this activity are: the day went fast.”)
1. To let participants know they have been heard Do not make implicit or
2. To add to the common data base explicit judgments. Just the
3. To model making feedback public - whether facts. (e.g. “Here were the
positive or negative most frequent responses”- not:
4. To show their feedback is being acted on - “Here were the big winners.”)
showing what changes are being made in
today’s agenda for instance. The consultant who actually
read and compiled the
feedback should deliver this
information. Be energetic and
use an element of humor, if
Purpose
To broaden the participants’ world, individually and as a group, to include the views through their remaining key stakeholders’ eyes.
Underlying Philosophy
Before participants hear feedback on strategy, they need to have a full picture of what their stakeholders are experiencing and what
they are expecting from the organization now and in the future.
8:10 Introduce the module and the panel. Describe the Logistics should provide: The EPT will have decided
(05) organizations the panelists represent. Chairs for presenters who the key stakeholders are
Table for presenters and will have invited a panel
Suggested framing: (optional) from those groups.
“These are key stakeholders. Prepare yourself to Mikes for presenters
listen to see the world through their eyes. You will Name placards for presenters Identify panelists as they come
have an opportunity to discuss what you have Open forum tent cards at in and make sure you confirm
heard, share reactions at your table and generate tables that they understand what the
questions of understanding.” Handouts on cue expectations are.
“Listen to see the world through their eyes,” should It is helpful, if possible, to have Presentations are to “tee up”
be the last thing they hear from you. an A/V person there at all times the questions.
(mikes usually crackle at these
moments when you need them) Have the presenters stand and
speak from the podium.
Contract with presenters to agree
that they will use handouts rather
than overheads (which are
deadly on energy in the room)
Design Issue:
Arrange a competitive role play. If you have Get someone from marketing to
decided that knowledge of the competition is put together information on the
the missing piece of the common data base, one key competitors and then get
of the ways to fill this gap is with short role someone on the EPT, or
plays of key competitors. someone else in the
organization, to “be” that
competitor for five minutes,
addressing:
What we see as changing
customer needs or base.
What we see as our strengths
What we see as your
weaknesses or vulnerabilities
How we are going to sink
you/eat your lunch as a
result.
Ask participants to get the Star of Success and It doesn’t matter what you call
Achievable, measurable
STRATEGIC Results
Strategic Planning Models out of their packets OBJECTIVES (1-2 years) these various strategic
Evaluate–
Did it achieve the
and begin a walk through to make sense out results?
elements—it only matters that
What will we do?
ACTION PLANS Who will do it? When?
of the model. How is it to be done?
you think strategically at each
Evaluate– What resources are needed?
Did we do it? step on the roadmap. It’s
IMPLEMENT Do it!
Suggested words: STAR OF SUCCESS
helpful for participants to
Framing the key questions critical
to a successful whole system journey use/understand the same
Strategic Direction—True North
“Step one: Sound strategy is based on whole x What’s going on in our environment—now and in the future? language. Change the
x What business are we in?
x Who are our stakeholders?
system understanding. The questions the Star x What value do we choose to create for our stakeholders?
language as needed to fit the
x How do we intend to create and deliver our value?
of Success raises provide a strong x What does success look like and how do we measure our performance? words the leaders use in their
Do we have the right strategic Do we have
underpinning for sound strategy. direction? the right draft strategy.
functions?
Shared Information—Bringing
forth a common world Do we have Processes & Systems—
x What is the common context? the right Ways and Means
x What common data and Pattern of
Good strategic planning begins with an x What work is needed?
information do we need? Success? x How will we do the
x How are we going to create
work?
accurate picture of what the organization’s the data and information?
Do we have
they will need from it in the future. You will Resources—Capabilities Needed the right Resource Relationships— Human,
x People? resources? Spatial, Hierarchical and
Committed to True North? Functional
be hearing from one more key stakeholder Committed to each other? x Reporting relationships?
Right skills and knowledge? x Functional relationships?
x Facilities/Equipment/Software? x Distribution of power—the
shortly—the view from the executive ability to make and keep
decisions?
x External relationships?
leadership of the organization. x Internal relationships?
Step Three---
Vision of Success: Consider giving an example of
If the organization is living out its purpose, a compelling vision from one
mission, and values effectively, how do its of your own clients.
members define success? What is the future
they prefer for the organization in the next Vision is the higher purpose
three to five years? What do they yearn to towards which people work
become three to five years from now based on that provides meaning and
their stakeholders needs and their inspiration for their
competitors’ challenges? collaborative work. The
critical importance is to build a
common vision of the future
that will inspire and motivate
everyone in the organization.
“Yes! I would be proud to be
part of this envisioned
organization in the future!”
Purpose
To ensure that each participant sees and is able to hear about the world that the hierarchical leader or leadership team sees
…not
because it’s the right answer, but because the leader(s) will see things from their positions that others may not see. The idea is to
continue working to build “one-brain” with each person knowing what all people know.
Underlying Philosophy
It is important to have worked with the leader(s) in advance, to ensure that they have a well-thought out sense of strategic direction for
the organization. People in organizations nowadays are yearning for leaders they can believe in; leaders with vision, credibility and
integrity; leaders with a demonstrated commitment to transform the organization to allow its people to achieve success. Traditional
“Command and control,” the old style of leading, is no longer “socially acceptable.” People yearn for authentic, wise and competent
leaders, not old-time dictators.
1:05 View from the Leadership Logistics: Have table and chairs, Urge leaders to speak honestly,
(30) one for each speaker, with from their own heart, telling
Leader or leaders speak for a maximum of 30 several mikes
…and a traditional the truth as they know it. A
minutes, about: podium with mike. leader who speaks like that is
Challenges and opportunities facing the compelling and will be truly
organization in the next few years If leaders have handouts to respected and followed
…and
Challenges that the organization must address distribute, have copies put in in- confronted appropriately if
in order to be successful in the future. boxes before they speak. they are open to being
The organization’s strengths
…areas where it confronted. Ask the leader(s)
definitely need to improve/change Also provide copies of a draft to speak without slides or
The help the leader needs from the members of strategic plan, if they’re going to overheads, using handouts for
the organization enrich it overnight. each person if they have data
they want to share.
(20) Assignment:
At your table, brainstorm everything you believe
should be changed, stay the same, or be added for
each category.
Purpose
To continue building our common database.
Underlying Philosophy
Participants need to hear total group feedback on Day 2 in their own words (summary of Day 2 evaluations with direct quotes). “If I
hear my own words, I trust the feedback more,” a listener might say. Also, reviewing the agenda takes the mystery out of what the
group will accomplish today and how the consultants will bring about appropriate group closure.
8:00 Feedback on Evaluations Logistics has a lot of work to do to Make it clear as you describe
(5) prepare for this day: the summary what proportion
Place a copy of the revised referred to each theme.
strategy at each place. (“About a third of you thought
Post big headers around the the day went fast.”)
room, one for each strategic
8:05 Day 3 Agenda thrust. Do not make implicit or
(5) Around the room hang a flip explicit judgments. Just the
chart sheet for each max-mix facts. (e.g. “Here were the
table in the room. The sheet is most frequent responses”- not:
blank except for the number of “Here were the big winners.”)
the table in the lower right-
hand corner.(Divide the This information could be
number of tables by the delivered by the consultant or
number of strategic thrusts to by a member of the EPT.
know how many sheets to put Whoever delivers the feedback
under each strategic thrust would actually have read and
header.) compiled it.
Purpose
For the leadership to demonstrate how effectively they have listened and to show how they have honored what they have heard
For the entire organization to become aligned around the strategy.
Underlying Philosophy
This is the opportunity to create “one brain, one heart” around the strategy. Participants are willing and generally happy to let
leadership “lead” provided they can see themselves in the strategy and understand the rationale for what leadership did and did not
change in response to their input.
8:10 Introduction Explain the process that the Contract with leaders about
(5) Leadership Team used last night timing for this presentation,
to incorporate participant input but use your own judgment if
and feedback from Day 2. they run over and you believe
it is in the best interest of the
8:15 Leaders Present Strategy Member(s) of leadership team participants to hear what they
(30) present finalized strategy and are saying. You and
their rationale. leadership must also agree on
how to handle feedback during
At the end of the presentation, a this piece, e.g. “Did we get it?”
leader asks the participants, “Did
we get it?” Stand by the leaders
and join the leaders in deciding
if they did “get it.”
Purpose
To open up new ways of thinking about change: anything is possible for this organization. (“I can influence as far as I can see and I
need new ideas to release that creative energy from my brain,” a participant might say.)
Design Issues
With the EPT, identify organizations that are doing innovative things that will speak to this organization. They do not have to be
exactly the same kind of organization or function to release new ideas in this organization. The EPT generally knows who the
innovators are and whom to invite.
(15) Open Forum Table Work See p. 104. management and labor to
include both in the panel of
(30) Q&A with the panel. Save the last 5 minutes for possibilities.
burning unasked questions.
Purpose
To combine the yearnings of the participants to build a common database around a vision for the future – one that will motivate each
individual and the entire organization.
Underlying Philosophy
Preferred futuring enables a paradigm shift when it comes at the right moment in time—after the participants have built a common
data base and are able to combine their yearnings to create an inspiring future. At this point they are working together to create the
organization of their own choosing.
(30) Post-It note writing and collecting at the “Put one idea on each post-it. Be sure to Tip: When people have finished writing,
tables include the number of the strategic thrust for if logistics is having trouble finishing
your idea in the upper left-hand corner of the thesortLng, it sometimes helps to ask
post-it so that logistics will know how to sort for voOunteers to help get the post-its up
them. As you write your post-its, place them on thH sheets.
in front of you so that logistics can collect
them.”
Purpose
To unleash and combine the creativity and ideas of everyone in the room in a way that will enable participants to develop action plans
for the organization as a whole.
Underlying Philosophy
The microcosm max-mix tables are now being asked to engage in transformational thinking in much the same way the leaders did last
night. Their job is to take the ideas of everyone in the room that focus on a particular strategic thrust, develop a combined preferred
future for that thrust based upon everyone’s input. They will then be able to uncover and prioritize key system actions that will begin
to move the organization toward that future. The key here is that they are listening to everyone as the whole organization speaking out
of their own beliefs as they are shaped by everyone’s input.
.
Time Content Materials/Logistics Tips
Assignment:
“Choose a facilitator and a recorder
1. Work together to sort the post-its into themes
2. Using those themes as well as your own beliefs,
develop a preferred future statement for your
thrust – What would success look like if the
organization achieved it?
3. Focusing on that preferred future, brainstorm all
the things you see happening right now Remind participants of the rules
anywhere in the organization that will help you of brainstorming.
move toward that preferred future?
12:20 LUNCH, Post, Read & Vote Explain the voting procedure Someone always asks “Can
(60) Assignment: (what the stars and dots mean). we put all our stars or dots
“Either go get your food first and then vote or vote Tell the group that the leadership on one item?” Suggest that
and then get your food. Either way, you have an team will compile the results and they probably wouldn’t want
hour to eat and let your voice be heard on these report out the results after lunch. others doing it, so it’s
proposed actions.” probably not a good idea.
Get leadership team members
prepared to report on the voting
after lunch.
Purpose
For actual work teams to receive feedback on their actions from the organization as a whole and for the work teams to be able to use
that information in preparing action plans that will help the whole organization be successful.
Underlying Philosophy
Conflict is best described as when people don’t live up to each others’ expectations. Generally the breakthrough into collaboration
can occur if people can open up lines of feedback to each other. Often people are not living up to someone’s expectations because
that person has not clearly articulated the expectations and the reasons why they matter. Feedback is most effective when people give
it in terms of behavior: “We need you to do more of
…
…, less of
….” is a good format for giving feedback. Developing the feedback
messages in the microcosm max-mix groups allows the messages of feedback to be multi-faceted, system-wide, and therefore more
powerful to the recipients. Recipients need to truly listen to the requests, allow what people are saying to “get in”, not because it’s
necessarily true, but because it is indeed the senders’ truth. When people can listen in that way, they are able to see ways that they can
respond in a “win-win” fashion
…defensiveness grows out of not being able to see the statement as that person’s truth.
It is a rare and wonderful opportunity a group to hear from all parts of the organization at the same moment in time. You will help
groups use this data to make their departmental/office/program commitments for “next steps” toward the future they all yearn to
create.
Get consensus from the EPT about who needs to get feedback. This is never feedback for one person. It is for one function, one key
part of the organization, one key part that can contribute to the organization’s preferred future.
1:40 Assignment to tables: In the in-boxes place one During the course of the EPT
(45) “Look in your in-box . you will find a handout for valentine for each function, and work, you will have decided
each person at the table listing each of the groups one list of valentine groups for on the message that needs to
that will open to feedback from your table. Hand each person at the table. be part of the valentine form.
those around. For instance, one possibility
In the Inbox you will also find one valentine sheet Around the room logistics will could be:
for each function to whom you will be writing. place headers for each recipient
Do not hand these around. Give the entire batch group, with flipchart sheets and These are the things we
to someone who is willing to be the recorder for tape under each header. need to see you do
this experience. differently in the future in
Choose a facilitator who will make sure that order to ensure that all of
everyone’s voice will be heard and that you will us are able to succeed.
… or
really brainstorm instead of discussing with each
other. These are the things we
VALENTINE need you to start doing that
8 x 11 sheet To: (function) would help us be more
From: Table successful
…or
number
…
Any other version that
comes to their minds. The
These are the things concept is to give
we need
…. behavioral requests that are
specific and clear. The
EPT can determine what
Brainstorm every idea any one at your table wants to those requests need to be.
give to this function. List them all on a sheet as fast
as you can. You have forty-five minutes to write Another possibility for
them. When the table is done, post valentines under Valentines is having actual
4:25 5. Communicate
(15) Decide how you are going to communicate the
results of these three days to people in the
organization who were not here.
1-------------5---------------10
Not a chance Watch our Dust!
Why did you mark it where you did?
What does the organization need to do to
maintain momentum?
Logistics will stand at the door
Adjourn and receive evaluations as
people leave.
Invite the EPT and the leadership team to join you in
reading the final evaluations and talking about next
steps.
Over the years of its work, Dannemiller Tyson Associates have used Whole-Scale methodology
in industries large and small, with community groups, with smaller groups such as Boards of
Directors, and in not-for-profit organizations. The company has also worked in numerous other
countries. Whole-Scale® philosophy and methodology is robust and works equally well for any
of these situations—indeed for any organization-wide change process you may have the
opportunity to facilitate.
Included in this chapter are designs the company actually used with clients that represent the
broad variety of organizational situations for which the methodology is appropriate. Included are
the following:
While each of the plans is similar, each will also have minor differences in style and formatting,
reflecting the fact that different Dannemiller Tyson Associates created them.
Use these designs to deepen your understanding of how to apply Whole-Scale methods in
different situations. While you cannot of course copy the designs verbatim, the one most like the
situation in which you are working will guide you as you make design decisions for your own
clients.
Interim Results:
Volunteers (who came forward and signed up during the October, 1998 event) met
throughout 1999 and moved forward with the actions agreed upon in the launch event. A local
grassroots organization stepped up to sponsor the continuation efforts and help move the steering
committee forward. They (along with the Mayor’s Office) identified the need for a reunion
meeting to take some of the lessons learned through the efforts of the volunteer action groups
and use them to generate plans, which would impact neighborhoods and districts.
Scoping
Contract Relationship with LEADERSHIP TEAM Small Group Work
Leadership ALIGNMENT EVENT Gather Data
Identify Desired Business Results Align Relationships, Roles and
Responsibilities
Research Possibilities
Identify Current Change Efforts,
Event Get alignment and consensus on For Site Visits
Teams and Structures
Î Develop Project Plan for Change Planning Mission/Vision/Values/Goals Begin Communication with
Effort Team Prepare Draft Strategy Organization
Identify Leadership Team Do Continuation Thinking
Î Select Event Planning
Î Team
Ô
SPECIAL PURPOSE
ORGANIZATION Small Group Work Event
WORK Planning
(Optional) (if needed) ALIGNMENT EVENT Do Logistics Planning
Team
One or more special purpose Critical Mass Reserve Facility
large scale events and DxVxF>R Send out Invitations
associated small group work
Í MCG Get Speakers
may be required for specific Input on Strategy Choose Logistics team
needs such as work design Action Planning Finalize Design
(See Work Design Roadmap)
Ó Í Í
REUNION/CHECKPOINT
Ð Ó Review Commitments
Assess Progress Small Group and
Leadership Work
Small Group Work Learn from What Has Happened Leadership Work
Create new structures
Document Event Celebrate Success Continuously Monitor,
Monitor Progress Event
Give Feedback to System Decide What Needs to Happen Communicate and
Provide Resources Planning
Do Continuation Next Improve
Model New Behaviors Team .
Activities Choose Metrics (Team/Org.)
Communicate with each
Monitor/Report Progress Skill-based Pay
Î other and system
Address Supervisory Issues ÎÎÎÎ
Î
CHAPTER 6: WHOLE-SCALE APPLICATIONS 168
NO PLACE FOR VIOLENCE
A Conference to Plan and Create a Safe Community
… Together
Purpose: To come together as City Xers to plan and work together in order to create a
safe community of which all city residents can be proud.
Expected Outcomes:
Increase awareness of the full spectrum of violence in this community and how it affects
everyone
Create a common vision of what a less violent City X would look like
Devise and commit to specific actions that promote positive alternatives to violent behavior
Identify next steps to take so that everyone leaves the meeting with a clear idea of “What I
can do.”
Security Notes:
Because this meeting specifically deals with violence and is advertised as such – security at
the meeting is important. We need to deal with security issues early on (no one attends
without being pre-registered, etc.)
Security will be available on staging day to talk about security issues
Staging Day
October 21
6:30 a.m. Start coffee pot and help exhibitors to set up The Logistics Team will have
already prepared the items and
will use this time to make sure
all is ready to go
Handouts (on different
colored paper if possible)
Post-it notes (large size),
masking tape, pencils,
dots,
Start-up handouts for the
tables: Table Roles and
Rules of Brainstorming,
One Page Agenda, and
“Telling My Story” ( in
the In-Box.)
Flipcharts/easels around
the room (one per table
and three on podium).
Markers, tape, and first
assignment (in the In-Box)
Max-mix seating plans
with directions on a
flipchart outside the door.
Registration packets
include table assignment
(write table # on nametag)
A grid of tables + random
table list.
Sound system.
x List of phone and restroom
locations. “Message
board” or other means of
Time Content/Process Logistics
Planned Exhibitors
Grass root groups
100 Black Men
Police (Community Policing and
Neighborhood Watch
YWCA/Battered Women/Stop Rape
8:15 a.m. Welcome and Opening Remarks President of the YWCA will :
(10) (Advertise 8:00 start but plan on starting at 8:15 to Welcome everyone
allow for late arrival) Note sponsors
Introduce Mayor’s office
Mayor’s office speaker should do the following: speaker
Say what this meeting means to her
Say how she hopes everyone will work Consider having a prepared
together today bulleted reminder list for the
Say what she hopes this meeting will Mayor’s office speaker
accomplish
Note that this meeting is just the start of a
process that the group will talk about later in
the meeting
Let the group know that she can support the
work only if there is follow-up and follow-
through
An enforcement perspective
Speakers each have no longer than three minutes
to make their point.
Police Captain
Sheriff
District Attorney
School System – Security officer
the goal number. Logistics will be coming by Output: flip charts with post-it
your tables to collect your post-its.” notes affixed describing
preferred future activities,
“An example of what you might write would be actions, behaviors
…..”
1:55 PM Break
(15)
Logistics output:
Flip charts with “we must”
action items
2:30 PM Ensuring Success: KATHY
(25) (5) Framing:
“In order to ensure that everyone understands Handout on cue
what you must expect of each other as you work
toward creating a community which everyone is Output: flip charts from each
proud of, we would like you to turn back to your table with the role each
(10) table and stakeholder group plays in
performing the action items.
Assignment: Each individual places an
1. Choose a facilitator, recorder and reporter asterisk (*) next to the item he
2. Take 10 minutes to brainstorm at your table: or she is willing to personally
“From our perspective, what part do we commit to
believe each of the stakeholder groups
represented at our table (activist, retiree,
police officer, preacher, etc.) needs to do to
ensure that the actions we have suggested
are successful?
(2)
After 10 minutes give the next instruction:
3. Individually (not aloud), look at the list your
table created from the perspective of where
you fit. You may fit in several categories.
Which of the items listed can you personally
commit to?”
The Bank commissioned the Business Process Reengineering Team (BPE Team) to
redesign the commercial lending process. This process in its original form involved 22
different departments in seven different cities. They described it as, at best, slow and
difficult to service, inefficient, and costly to manage. With the introduction of a new
information system (LSII), the bank was able to take advantage of the new software
capabilities and information technology infrastructure to recreate the business process
and overlay a new organization design.
The BPE Team began work approximately four months before it decided to call in
Dannemiller Tyson Associates to support their efforts. During these four months the
BPE Team had mapped the old process; talked to staff and customers about their wants,
needs and ideas; benchmarked other successful information technology introductions;
and met frequently with the Steering Committee (made up of senior leaders from across
the bank).
As they moved from collecting data to creating a process, they became concerned about
the following things:
To address these concerns, the BPE Team decided they needed a high-involvement
strategy for process and organization design. This strategy would enable them to involve
a critical mass of employees and managers from across the system in some aspect of the
redesign process. Each of the events they designed in collaboration with DTA facilitators
consisted approximately 20% of those impacted. Each event had some overlapping
participation. Each session involved 175-200 staff and in each approximately 1/3 of the
participants had attended a previous meeting.
The event described here was the first of the three DTA supported. The Bank of America
called these large group sessions Facilitated Design Sessions (FDS). Between these
meetings, the DTA facilitators conducted small group interactive sessions to keep the
broader population informed and involved.
The purpose is of this first FDS was "to develop a viable new business process which
delivers efficient, effective client-focused service for the continually changing
environment: and together be committed to gaining organizational consensus to
implement the new design." This meeting served as both the launch of involvement and
the meeting that created the new business process for loan servicing.
The meeting began the first evening with dinner and a simulation. The simulation was
intended to (1) teach people the high-level current situation; (2) ground everyone in the
need to change (make the case for a new process); and (3) begin to implement changes
consistent with the new process.
This session resulted in a new business process that consolidated the work of several
organizations in different cities. Specifically, these were:
The continuation plan for this particular effort consisted of a series of Town hall
meetings at each of the sites and through communications letters and bulletin boards
across the organization. Town hall meetings communicated the work from Facilitated
Design Sessions and tapped all employees’ ideas as input to each next step. Follow-ups
occurred during the Organization Design session (FDS II) and the Implementation
meeting (FDS III), each of which included a different microcosm of staff.
Day 1
If you open your folders they prepared for you to the top
page, you’ll see the purpose and agenda they created. Look
at it as your invitation to go on a journey.--a journey in
which you transform your own system. You make this
transformation happen by opening yourselves to becoming
‘one heart and one brain’ during this two days.
Day 1
x Introductions and getting connected -- discover collective
experience and wisdom at your table
x Force field: What drives and restrains change?-- Build a
common data base about the critical factors that can make or
break this change
x Origination, Distribution, & Servicing update, followed by
Q&A -- What the LS2 and BPE teams have learned; where
the projects stand
x Lunch
x Preferred future for Servicing your vision --To create
breakthrough change we need the pull of our own compelling
vision; the push of problem-solving just won’t get us there.
x Process requirements: criteria for designing the new process
x Evaluation: How are we doing?
Day 2
x Continental Breakfast at 7:30
x 8:00 Reports on:
o Evaluation results
o Your choices of process requirements
x Process Models
o BPE Team Options
o Your ideas
x 1st Process Model Fishbowl Exercise to pull together your
ideas
x Lunch
x 2nd Process Model Fishbowl Exercise to pull together your
ideas
x Quick Hits and Next Steps: How to move ahead starting
now!
x Conclusion and Evaluations: How did we do?
Introduction/Logistics Notes
x “This is your meeting. To give it your best efforts: Fill in restroom and
x Take care of yourself – First break will occur at about smoking directions
10:15. If you need to use the restroom or stretch
before then, do it -- (Provide restroom and smoking
directions.)
Paul explains:
Max-mix seating
Meeting processes:
x Voting
x Brainstorming
x Question & Answer
x Ground Rules for observers.
x Purpose of FDS and our expectations of them as
participants.
(5 min.) Assignment Assignments in packets
Rules of Brainstorming
Do not discuss ideas (generate, don’t evaluate)
Do not judge ideas (good or bad)
It is okay to repeat ideas
Piggybacking off someone else’s ideas is fine.
Wait for silence to end; the greatest creativity follows.
The more ideas the better.
2. “Think about all of the forces at work in the Bank with your
Clients and brainstorm:
A. What are all of the things that are going on in the Bank
right now that are really driving us to change the ODS
Servicing Process?
B. What are all of the things that are going on right now that
could hold us back from achieving this goal?
These presentations will give a high level overview; they will not
go into details.”
(20) Introduce Karen P.to explain what’s happening with LS2 KAREN P.
LS2 Presentation
Karen explains:
The kinds of things the bank will be able to do.
The enormous challenges, costs and complexity that will be
impacting all of us over the next X years.
What the LS2 Team sees happening in customer service and
how it could influence both client and providers as they do
their work.
Overview of what LS2 is.
Karen relays to Chris R. and Nancy M. CHRIS R. & NANCY
M.
(30) 3. Have each table take turns asking one question. Continue to
take questions from alternating tables until time is up (20
min.) or all questions have been asked.
(30 Assignment:
min.)
“It’s October, 1998, three years from now. We have been
incredibly successful at having recreated our ODS Servicing
Process. We are pleased and proud that we have achieved our
goals and have positioned ourselves as exceptional servicing
providers for Origination and Distribution. As a result all of all Show two-column
our efforts, our clients love us and our employees are happy! flipchart page with the
word “Vote” as a
1. Close your eyes and imagine yourself, three years from now. heading for the left, 4”-
What do you see happening that tells you that we have truly wide column; and the
changed? words “Vision #,
How is the process operating? Recommendation” as a
What are people doing? heading for the right
How about client experiences? What are they doing? column.
2. As a table, brainstorm round robin (go around the table in one Provide crayons or dots
direction until everyone has passed) listing on a flipchart what for people to use to vote.
really important things you see that we have achieved.
Think about:
What do you tell your peers and colleagues?.
What’s making the Bank of America truly unique and high
performing?”
Participants’ Views
2:35 Assignment:
(45 1. “Choose a facilitator and a recorder.
min.)
2. As a table, discuss the requirement examples provided.
Day 2
Time Content/Process Logistics
7:30 am. Coffee, Rolls, etc. Provide name Tags
with table numbers on
them.
Extra copies of Day 2
FDS Agenda (for
those who misplaced
the agenda we passed
out yesterday)
Max-mix seating chart
at the door
8:00 Evaluation feedback and agenda review Seating is the same as
(15 yesterday.
min.) The purpose of this section is to get an understanding of what
the group has accomplished so far, how the group thinks it is
doing, and overview what the group has to accomplish today
before 5pm.
IRENE & MITCH
Irene and Mitch present evaluation feedback
1. Present common evaluations themes and read representative
comments from Day 1.
2. Explain how those comments will or will not be addressed in
day 2.
9:00 Models and Options for Process Redesign: BPE Team TONI
(90 Drafts
min.)
Purpose of this section is to provide you with options and ideas Handouts and displays of
about how you might redesign this process. For the next 90 “Straw Dog” New
minutes, you’ll study these choices. After that you’ll have the Process Models and Ideas
rest of the morning to build on them, pick out favorite from Process
components, or create models of your own. Understanding Feedback
Meetings (sessions held
Assignment: by the BPE Team to get
1. “You’ll notice that the back and sides of the room are set up inputs from the entire
in four display areas. organization, prior to this
Three of these areas have radical new process models meeting).
that the BPE Team has come up with.
¾ One model focuses on maximizing speed.
Nancy Maloney and Alice Gaynor will Make sure BPE Team
explain this one. (Ask BPE Team Representatives are
Representatives to raise their hands.) stationed at the models
they’re representing
¾ One model focuses on eliminating before starting
redundancy and waste. explanations.
Gabriella Rinaldi and Irene Minge will
explain this one. (Ask BPE Team
Representatives to raise their hands.)
3. At each station, take notes about what you like and don’t like
and why.
Assignment:
4. Recommend:
A. An option (with you table’s enhancements) that best
meets the Process Requirements.
or
B. The aspects/elements of the models that best meet the
Process Requirements
or
C. If none of these seems right, draft a completely new
option. Identify the elements and Process Requirements
that show why this model may be better.
Purpose Statement:
12:45 Lunch
(45)
Purpose Statement:
Develop a viable new business process which delivers
efficient, effective client-focused service for the
continually changing environment: and together be
committed to gaining organizational consensus to
implement our new design.
Introduce Gordy Hoff and Alice Gaynor to explain where the GORDY HOFF &
organization is and what comes next. They share: ALICE GAYNOR
Where the organization is in the Design Process
(10 What happens within the next month Distribute handouts that
min.) What the rest of the design is for creating the new list FDS I Feedback
process Sessions.
How participants will be selected for the next Post sign-up sheets for
conferences. Quick Hits in the back of
the room.
Note: When do
participants actually sign
up? I don’t see this in
(35 the current agenda?
min.) Shouldn’t they sign up
for next steps as well as
quick hits?
TONI
?
Transition to Toni who introduces “Next Steps Assignment”
Assignment:
1. “Choose a facilitator and a recorder.
Assignment:
1. On a scale of 1 to 10, how committed are you to making the
new high-level design a reality? Cue logistics to pass out
Why did you circle the number you circled? the evaluation sheets
2. On a scale of 1 to 10, how important do you believe it is to
change the current process?
Why did you circle the number you circled?
3. In your opinion, what are the two or three most important
things we’ve accomplished in this First Facilitated Design
Session?
4:20 Adjourn
(05) Planning and Design Team meet with consultants to read
evaluations.
Paul provides “heads up” to Design Team (and Steering
Committee???) about what’s important to keep in mind
going forward.
x Consultants and Design Team agree on time to meet
tomorrow to debrief, give feedback, and plan “to do” items
for feedback to the system and to prepare for next FDS
Planning Meeting.
Event Purpose
To align the Board around the organization’s vision, strategy and forward movement.
ÎÎÎÎ
CHAPTER 6: WHOLE-SCALE APPLICATIONS 207
Board Meeting
Final design
Purpose: To get the board aligned around the organization’s vision, strategy and forward
movement.
Day 1
Logistics:
Provide nametags, three
flipcharts/stands, markers, and
masking tape.
8:30am Welcome
(10)
Chairman of the Board and President of the Purpose – to welcome folks and set
organization the tone for the day
Five minutes each
Tell what he or she hopes to get out of the day
Set an open and relaxed tone for the day
Introduce facilitators
9:45 BREAK
(10)
Open Forum
Q&A
1:55 BREAK
(15)
1. What did you want from the day? Purpose – to give participants an
2. What did you get? opportunity to reflect and comment
3. How confident are you that the work we did on the process and outcomes of the
today will move cyberstate.org forward in day’s work.
meaningful ways?
1-----------2-----------3-----------4-----------5
not confident extremely
confident
4. Why did you mark it where you did?
4:00 PM Stay to Read Evaluations Purpose – to review the day from the
perspective of the participants
Chairman, President and facilitators stay and read
evaluations.
Over the course of the past year HT organization had been struggling in a very competitive environment.
Its global business had slowed and margins were eroding at about a 25% rate, per quarter. The business
had been restructured and the new leadership team had been struggling to develop a strategic plan for a
worldwide amalgamation of businesses, none of which seemed to have much in common historically.
The leadership team, aided by an outside Strategic Planning organization, had finally come together to
develop the strategic intent of this partnership between groups and had begun to formulate a business
proposition that would require much greater integration and coordination across the groups in the
division. As the plan began to take shape, the consequences across the business and the implications for
how the leaders and their organizations would have to behave became clear. This new clarity caused the
leaders to look for a way to engage their top managers across the world in their work.
With the help on the Internal Human Resources VP and an internal OD consultant, the leadership team
had the idea of a large group meeting that would engage the top three levels of the organization. The
decision to hold the meeting outside the United States was intentional. The leadership team recognized
The convening business issue was to align the plans and the behaviors of the top of the organization, in
order to move quickly in implementing the new strategy. The underlying issue was: how do you get
people from different cultures and different businesses within the organization to put aside these
differences and pull together to create and deploy a world-beater plan?
Event Purpose And Role In The Overall Process Within The Organization
A Planning Team, comprised of eight managers from all components and three countries, and two non-
management employees, created the following purpose for this two-day meeting.
"To catapult ourselves into a cohesive leadership team, committed to a common strategy in
order to mobilize all of HT to dominate the data storage and information market
opportunity. (Just do it.)"
The intention behind this meeting was to bring together traditionally disparate, highly independent,
groups within the Division, in order to achieve the new synergies concerted effort makes possible. The
leaders had completed what they thought was a good first draft of the high-level strategy. They believed
that in order to create energy and momentum they needed to involve the rest of the top leaders in
translating that strategy into implications and initial actions.
As a result of the meeting (1) the leadership from around the world would agree on the high-level strategy
(or Strategic Intent); (2) everyone would understand and accept the implications for all concerned; and (3)
the group would approve plans to complete the strategy and implement it.
Within one month several teams of managers and staff began translating the agreed upon Strategic Intent
into a real Strategic Plan. Other teams began to work on the implications (for technology, structure,
communications, etc.). The session mobilized people across the globe to work together and develop
integrated approaches to markets and customers.
Communication (“In order to mobilize all
…”) was an important part of the meeting purpose created by
the planning team, spirited by the two non-management participants. At the leadership meeting,
managers identified communication strategies and key messages for key stakeholders. Immediately
following the leadership meeting, managers conducted interactive employee communication sessions,
utilizing video clips from the leadership meeting, to convey the energy, commitment, and key messages
about strategic direction. In addition, managers communicated key messages about their strategic
direction to customers, other company groups and outside partners.
The organization held a follow-up meeting approximately six months later to review progress resulting
from the plans and agreements people had made at the previous session. They had made significant
progress in positioning the organization for the future. As we go to print, tangible business results are not
yet available.
YOU ARE
Scoping LEADERSHIP TEAM
Contract Relationship with ALIGNMENT EVENT
HERE Small Group Work
Leadership Alignment On
Identify Desired Business Results
Gather Data
Relationships, Roles and Î Research Possibilities
Identify Current Change Efforts, Responsibilities Alignment
Î Teams and Structures Event for Site Visits
and Consensus on Begin Communication with
Develop Project Plan for Change Planning
Mission/Vision/Values/ Organization
Effort Team
Identify Leadership Team Goals Select Event Planning
Î Prepare Draft Strategy Team
SPECIAL PURPOSE
Ô
ORGANIZATION Small Group Work
WORK ALIGNMENT EVENT Logistics Planning Event
(Optional) Í Critical Mass Facility Planning
One or more special purpose DxVxF>R Invitations Team
(if needed) Í
large scale events and
MCG Speakers
associated small group work
may be required for specific
Input on Strategy Logistics Team
needs such as work design Action Planning Finalize Design Í
(See Work Design
Ó
Roadmap)
Ð Ó REUNION/CHECKPOINT
Leadership Work Review Commitments Small Group and
Small Group Work Create new structures E.
P. Assess Progress Leadership Work
Document Event Monitor Progress
T. Learn from What Has Happened Continuous Monitoring,
Feedback to System Provide Resources
Model New Behaviors
Celebrate Success Communication and
Continuation Activities
Communicate with each Decide What Needs to Happen Improvement
Monitor/Report Progress Î Next
other and system
Metrics (Team/Org.)
kill b d
ÎÎÎÎ
CHAPTER 6: WHOLE-SCALE APPLICATIONS 214
“A High Tech Company”
First Annual Senior Leadership Meeting
July, 1999
AGENDA
Consulting team and internal
9:00 am Logistics Team Meets resources huddle
Have a list of logistics team
Paul, Sylvia, Nancy, Debbie, Kathy meet with members for everyone on the
Logistics Team to: team
Build the group as a team: Introduce people, Have a copy of agenda design
get clear on Logistics role and people’s for each logistics team member
expectations of each other & HT Staff
Walk through the meeting agenda design to
understand the flow and identify key logistics
actions
Check supplies
Two to three rolls of 1”
masking tape
3x5 post-it notes: 1/2 pad for
each person
Crayons for voting
Dots for voting
Flair-type pen, if available, for
each person to write on post-it
notes – otherwise, a pen or
pencil for each person
Get acquainted
Review any presentations that they will do
Review any handouts, etc they will use.
Coach them and any others for the meeting
4:00 PM Tag up with anybody we need to (presenters, A Logistics supply kit is handy,
leadership team
…) with things like
Three pairs of scissors,
Stapler & staples,
Paper clips,
Rubber bands,
Approximately 20 business-
size envelopes,
Scotch tape
…
Tuesday
Pre-meeting Reception and Dinner
(10) Discuss and record on a flip chart what you heard at your
table:
Common Themes Have four recorders up
Significant Differences front, each with an easel
Your table’s outcomes for these two days” to capture the call outs
11:55 AM Lunch
(40) Q&A with Panel of ISG Staff: “Mike, 4 Div GM’s, Microphones
Robert and Mark” available
Put the rest of staff up front in chairs
(Last five minutes for burning unasked questions.) Seven Barstools
Six Chairs up front -
(10) T-shirt presentation (Tara & Ben) facing front
6:30 Adjourn
6:45-7:45 Design Team and Staff stay to read evaluations and tweak
tomorrow’s agenda as indicated.
8:45 Implications of the ISG Strategy for the ISG Group Bins:
(50) A. Critical HT
(05) Activity Purpose: To demonstrate commitment by thinking relationships
through implications to make this strategy happen. within the
Company
Present and explain bin topics. -Nine max-mix tables B. Capabilities and
volunteer for topics. organizational
(45) alternatives:
Assignment: organization’s
“For the topic that your table is assigned ability to do
1. Brainstorm and record on a flip chart certain things and
What do we need to possible
Keep? structures to
Drop? realize these
Create? things
2. Clarify the meaning of each brainstorm item C. What does
3. Choose recommendations on each category: keep, drop, leadership look
create like?
4. Prepare a self- explanatory flipchart of these (Leadership team –
recommendations of what to keep, drop and create those in this room.)
5. Choose a reporter who will describe your table’s work to D. Beliefs - norms,
the breakout group when we return from Break. This values, attitudes,
person will also stay and work with the breakout. assumptions,
6. Post your work.” operating
principles
E. Business models
(How we earn
money)
F. Partnerships/
alliances
G. Go to market
strategies – How
we reach
customers
H. Key business and
Logistics: Handout of
bins with table
assignments
After they do the
work, collect the
work of the
Leadership Team
group.
Type their work and
make copies to hand
out to everyone over
lunch
Moving:
(10) Individuals decide which Bin-group they will work in.
Move to Bin breakout areas.
At the Bin breakout area, Bin representative briefs everyone
on the recommendations. (Do not do “Leadership” bin)
Name of
For each “Create” item, list the major actions that need to
happen to create the item.
Separate these actions into those that need to happen
over the next six months and those that need to happen
longer term.
For those that need to happen over the next six months
develop a plan using the following format:
“Create” Who takes Who needs Action By
the lead to be Item when
involved
(30) After all groups have posted their work, grab a post-it note
pad and circulates. Read the work and give ideas and
acknowledgments. Focus on the two or three other
implications that you are most concerned about. Stick post-
it notes on the black flip chart page next to the group’s
work”
(15) “Sub groups now re-huddle and look at the feedback and
then decide what are the two three key next steps your
group recommends the organization take coming out of this
meeting.”
(10) Each table identifies three key points that they think are
most important for strategic leadership. Collect and
combine where appropriate
(20) “Post, read and vote on the answers. Use three green and
three red dots max for each question.
Green dot – We have to do this
Red dot – I cannot support this idea” .
Tabulate votes; report the items that got the most green Give each person
dots. Use these as a starting point to work to consensus of nine green dots
the whole. and nine red dots
Ask for any disagreement with items receiving most votes.
Work to consensus of the whole on each question.
(20) Consensus means people can at least say, “I 70% agree
with the intention and am 100% committed to supporting
it.”
Presentation:
Clear set of next steps to move this strategy forward;
and what’s the structure to implement this strategy
(content / process).
HT's thinking to move fast. Commit to when the
organization is going to have a transition plan
(timetable).
(25) Call out: Choose one table for each group and ask if there
is any additional input?
Manufacturing Company A came into existence in early 1994 after investors purchased the Original
Corporation in mid-1993. In late 1994, the CEO became the formal leader of the “foundation”
company of two locations—at which 400 colleagues produced S83 million of structural metal
stampings for the automotive industry.
Manufacturing Company A’s strategy was to grow by balancing internal and external growth.
Management expected new programs awards to provide a growth rate of between 10-15% per year.
They expected a similar growth to occur as they acquired other companies, thus bringing new
products, processes, and customers to the organization. By mid 1998, after Manufacturing
Company A had acquired six additional companies, sales were in excess of $ 1.75 billion. Almost
9000 colleagues worked at 32 locations. The stock, priced at $11.50 per share in the initial IPO in
1995, was over $52.00 per share in early June 1999. Fortune Magazine cited the company as one
of that year’s 50 fastest growing companies in the United States.
The overall approach to integrating new acquisitions into Manufacturing Company A was as
quickly as possible to bring as many people as possible in the “new” organization into alignment
with its strategic plan and culture. The company president used the Whole-Scale process to help
develop the company’s strategy and values and to align the new acquisitions around that strategy
and those values. In 1994, the organization held four large-group events, the first, two days long
and the others each one day. The purpose of the first event was to begin to develop the company
strategy and culture. At the end of those four events, about sixty leaders in the company had come
to consensus on the company Mission, Vision, Values, and three-year Goals and had developed and
implemented a short-term transition plan.
Beginning in 1995 and ending in 1998, the company held one-day “reunions” about every six
months. Each reunion included up to 300 salaried and hourly colleagues from across the company.
The purpose of these was to strengthen the culture and to align more colleagues around the strategy.
In each year these sessions were used to deepen the knowledge, understanding and practice of a key
part of the culture, for example, in 1995 Empowerment; in 1996 Leadership; and in 1997
Commitment.
In 1997, the leaders realized that the company had grown too big for the reunions to have the
impact needed to continue the fast track of culture building and strategy alignment. They needed a
different approach. Management believed that a key to the organization’s success was the fact that
it was a values-based company. Thus, in the fall of 1997 all business unit leaders, mentors and the
leadership team met to begin a whole-system change effort to build commitment throughout the
organization to being a values-based company. Another session followed in February 1998,that
brought together 225 participants—including the same leadership group plus all of the business unit
leadership teams. The purpose of this session was to speed the move to values-based leadership
A great part of the success of these sessions has been the work of design teams. Each design team
session includes both hourly and salaried representatives from each location. The design team met
for two one-day sessions: the first about two weeks prior to the actual Whole-Scale event, and then
another one week before the event. The result has been lively, Whole-Scale sessions with creative
designs in which the design team has ownership.
In late May 1998, the design team from the February event met and discussed the progress that they
had seen in the business units since the February session. Energy and enthusiasm for the continued
implementation of values-based leadership was very high, and each business unit represented on the
design team was actively working to affect the culture in the unit.
Another important ingredient of the fast-track change seen by Manufacturing Company A has been
the continued development of the leadership team, the executive level leaders of the corporation. In
addition to monthly meetings and weekly telephone conferences, the team has held at least two
retreats each year in which team members take a candid look at their performance, especially as
leaders of the culture in the organization.
Many of the business units have used Whole-Scale events as part of their leadership processes. In
1995-96, one business unit held several Whole-Scale meetings to develop its strategy and use that
strategy to drive the annual budget. Throughout 1997 business units held one-day strategic
planning sessions to set direction for their unit. Beginning in 1998, business units began using
large-group events as part of their approach to implementing values-based leadership.
In addition, the company has used large-group meetings for a variety of issues that require
organization-wide thinking or action; for example, launching new organization-wide processes,
such as the Manufacturing Company’s production system. Through a series of large-group
meetings, all colleagues in the organization were able to gain working knowledge and
understanding of the Manufacturing Company’s Vision, Mission, Values and Goals within one
year.
As the organization grew, the number of leaders grew as well, and it became clear that many of
them needed to expand their thinking outside their business units. In 1998, the Manufacturing
Company began to hold quarterly “Strategic Thinking” sessions for all of the approximately 80 top
leaders in the organization. These sessions formed a forum for members of this group to get a
better understanding of issues that affect the strategy of the organization, hear each other’s thinking
on short and long term strategic plans and get to know one another better. The thinking and ideas
discussed in these sessions have helped strengthen and broaden the business plans of the individual
units.
The large-group approach worked well as the format of strategic planning meetings of the Board of
Trustees in 1998 and 1999. A typical comment of the Board members about this approach was
In summary, the Whole-Scale approach has been a key component of the processes Manufacturing
Company A has used to keep the company on a fast track of growth and prosperity.
MERGERS/ACQUISITION ROADMAP
The event outlined here was the first of four held in the first year of the company’s
existence. This first session was a two-day event made up of the leaders of the first two
companies coming together to form Manufacturing Company A. The meeting had the
following purpose:
The main work products of this session were a draft of the company’s Mission, Vision,
Values and Goals and four topics that the group believed were key to the transition of the
two companies. Between the first and second sessions, small groups continued to develop
the drafts of these parts of the company’s strategy. The purpose of the second session was
Between the second and third meeting, Manufacturing Company had acquired a third
company. Members of the leadership of the third company quickly became involved in
working on transition topics and company strategy. About 60 participants attended the third
session, which had the following purpose
To continue to integrate our three companies and to launch business planning at the
business units that complements the strategy that we have developed together
At the conclusion of these three events. the Manufacturing Company was ready to launch its
new strategy with organizational alignment sessions.
10:15 Break
(15)
Open Forum
(15) Tables take 15 minutes to discuss the following
questions:
Q&A
11:40 Lunch
(45)
Open Forum
(15) Tables take 15 minutes to discuss the following
questions:
Q&A
5:25 PM Evaluation
5:30 PM Dinner
8:00 PM Adjourn
10:15 Break
(15)
(20) Assignment
11:45 Lunch
(60)
Assignment:
It is two years from today and you are pleased and
proud of how well Manufacturing Organization is
performing. What do you see that makes this so?
4:00 PM Adjourn
In 1997, an agency of the U.S. Government asked its Office of Training and Education
(OTE) to move to a Working Capital Fund operation. This meant that essentially the
Office would become a for-profit business, operating with the CIA as its primary
customer and the intelligence community as a secondary set of customers. The move to
this new form of organization required new budgets, marketing plans, a real
understanding of the customer's needs and a complete business plan to be submitted to
and approved by the appropriate Agency staff.
The internal change team made up of the senior leaders of OTE and an internal
consulting team charged with developing the business plan realized that the key to
success in this shift was the staff. Moving to a Working Capital Fund not only required a
different way of doing business, but demanded a transformation in the culture of this
office as well.
To be successful OTE had to (1) redesign many of its business processes; (2) engage with
and understand the customers' requirements (now and two to three years out); (3) change
the organization structure, many of the managerial jobs and most of the support
organization’s roles and responsibilities; and (4) involve everyone in the decisions that
would transform the culture.
During October 1997 the internal change team devised their plan. The critical issues
were (1) getting middle management commitment; (2) engaging the entire staff; (3)
transitioning a new leader for the organization; and (4) making it all happen and be ready
to implement by the start of the new fiscal year.
Concurrent work being done for the management system and the Working Capital
Fund Project Team
A series of Whole-Scale events (called WOW's for "Whole Office Workshops") and
small scale events
Task teams engaged in everything from interviewing customers to designing
processes developing marketing plans
Roadmap
The roadmap on page 254 depicts the activities DTA engaged in with the client. You
will see a series of Management Off-Sites (prior to each Whole Office Workshop), the
four WOW's themselves and the interim task teamwork that contributed to the larger
events. This chapter describes the WOW #3, the meeting in which the whole office
Immediately following this session, the next level of organization design (what we called
Mezzo Design) began. Mezzo Design took the high level template agreed to in WOW #3
and determined the next levels of specificity (e.g., roles and responsibilities, hierarchy;
integrating and coordinating mechanisms across the new groups, etc.).
WOW #3's purpose was to " embrace a new organizational model with a shared
commitment to make it happen!" This two-day meeting involved the entire workforce in
selecting, from the three options created by managers, the new organization framework.
The work force also incorporated ideas from the other two models into the final. Over
the course of two days 350 people from across the organization reached consensus on the
new model and put in place plans to make it happen in the next four months!
This meeting was pivotal in several respects. First, those who wished to maintain the old
way of doing things lobbied for the model most like today. Second, customers and
leaders were concerned that the model chosen would not meet the longer-term needs of
the Agency. Finally, many believed that the Director really had the answer
predetermined and that in the end, he would not accept their choice. Ultimately 350
people choose the most forward thinking, customer aligned and creative solution from
among the three choices available to them. People were able, with a common database
about personal needs, customer needs and the longer term direction of the Agency, to
select the least selfish and most enlightened solution.
Being apart of this, and seeing everyone come together for the greater good of the Office,
provided the fuel to really propel everyone forward.
Site Visits:
Nov 97 Nov 97
x HP
Corp Board Meets Mgt Offsite x PG&E
x Case for Change 50 Managers x Buckman
x Charter to Lead x Alignment Labs
Change x Prep for WOW
Jan-Feb-Mar
Task Teams
x Customer
x Process
x Marketing
x Metrics/Benchmarki
ng
Mezzo
Mgt Offsite – Design Micro
Apr 14 – Teams
Draft Check
Creating: Design
Division- points &
-New Jul/Aug Reunions
organization level -Team Micro Design
Design: Kick-off
with
f k Roles
-Launch new org All
units
Hands
WOW #3 Purpose:
AGENDA
Day 1 – April 23
Day 2 – April 24
On each table:
In-Basket
Open Forum Tent Cards
Marker pens
One-page handout of
purpose/agenda
Summary of WOW #2
evaluations
Customer Story with
graphic on cover
Characteristics of new
Office (WOW #1)
Other supplies:
masking tape 1”
4x6 post-it notes
WOW#3 Purpose:
DAY 1
(10) Presentations:
Criteria we used
With some enhancements from our table, I WOW 2 design team &
could be 70% comfortable and 100% Integration Team stay to read
committed to one of these options. Circle one evaluations
Room-wide:
Eric roams among the tables with a microphone
(Donahue-style) and asks people what they
thought:
What about each model do you find attractive?
And why?
For each of you, which model represents
¾ Comfort?
¾ Challenge?
Framing Points:
There’s been a lot of talk about “voting”
(proxies, etc
…) I want to disengage you from
voting and have you think about choosing – a
platform to build on.
Both/and – You can choose one platform and
add features from others
Think about it as the future. You can
transition; be where the hockey puck will be.
Go back to the criteria and look at the models.
Which
(20) ¾ Takes you to future
¾ Meets criteria
¾ Is the most versatile to enhance
Voting Assignment
Describe the assignment. Be clear about signup Sign-up process for Teams
for team membership. Be clear about the fact that Date of first meeting for each
when people link up with a group today, that does team.
not assume automatic “membership” on the team.
Membership is scoped, today’s work is short term
and tactical.
(60)
Team Assignment: Double Feature:
Review the charter The Model Finalization Team
Think the next 30 days. What’s doable? meets to incorporate
Is the purpose clear? improvements and prepare
Are the deliverables understandable? Are they report out at end of day.
doable?
(30) What advice does this team need to help them
work better?
Close
Design Team, Change ManagementTeam, New
3:50 PM Integration Team members stay to read
evaluations and discuss next steps.
Event Purpose
The event planning team (EPT) believed the purpose of their first event was to combine
their wisdom and experience as leaders and work as a team to create a Metro Police
Department that they and the community could be proud of. In addition to their own
departmental goals, the department needed to continually integrate the over-arching, city-
wide goals (as defined by the Mayor) into their own strategy. For one and one-half days,
they worked closely together to:
help the Chief see the world in which they lived daily,
better understand the pressures and challenges that the Chief was facing,
identify their most pressing operational issues and concerns, and
agree on what needed to happen to enable them to serve their community better.
Purpose:
To combine our wisdom and experience as leaders and work as a team to create a Metro
Police Department that we and the community can be proud of.
Desired Outcomes:
Develop a common definition of police service and community relations, and the
implications for our work.
Gain deeper understanding of our needs and our role in supporting this department.
(20) Choose a facilitator, recorder, and spokesperson. Handout of survey results on cue.
Tables discuss the following questions: (Survey results presented by
What was surprising to you regarding the public affairs firm as one data
survey results? point for understanding how the
What insights did you gain from the survey organization presently operates.)
results?
Record responses on flipchart paper and prioritize Assignment on flipcharts.
for call outs.
Open Forum
Table Debrief:
(15) What did we hear?
What are our reactions? ASSISTANT CHIEF
What questions of understanding do we have
and for whom? Handouts on cue.
Facilitated Q&A with the entire Leadership Logistics ready with cordless
(40) Team–Chief, Asst. Chief, Deputy Chiefs) mikes.
(Save last 10 mins. for “burning questions.)
7:30 Breakfast
am
(30)
LEADERSHIP PANEL—
(40) Presentation: ASSISTANT CHIEF, DEPUTY
Reaction(s) to input from yesterday: CHIEFS
Survey results; What’s working/not working;
feedback on strategy Important: Remind participants
Here’s what we changed in the strategy and that the Chief did participate in
why. the turnaround and was directly
Next steps for continuing the work, moving involved in developing
forward. leadership’s response.
Open Forum
(15) Table Debrief (questions on tent card)
(20) Q&A
(Save five mins. for “burning” questions.)
Mike grids. Logistics ready with
mikes.
(10) Formation of Action Teams
Recruit volunteers “real time” and create action
teams to continue working with leadership after this
meeting to implement agreements.
Lunch
11:30
(60)
12:30 Polishing Brass: Mastering Police Service and Afternoon facilitated by GUEST
Securing Community Support SPEAKER
(75) Part I.
How to Stay Motivated Through the Difficult
Times
Purpose: To stimulate thinking
about ways to optimize police
service by seeking more
opportunities to demonstrate
(15) Break leadership in our daily work.
Purpose:
To check on the progress we’ve made in implementing the Action Plans from our Strategy
Development Event.
Outcomes:
AGENDA
Assignment:
“Choose a facilitator, recorder, and reporter. Take
two minutes of “I” time to think about answers to
the following questions:
What is your name and current role? If your
role has changed, how?
What have you done in your work since the
last reunion to make the Action Plan come to
life?
What has frustrated you in your effort to
make the Action Plan come to life since we
developed it?
What did you learn from your activities in
making the Action Plan come to life?
What are the particular challenges you are
facing right now?
What do you need to get out of the morning
in order to feel confident in your ability to
help make the Action Plan come to life?
(40)
Now, each person take five minutes to share your
responses with your tablemates.
10:00 AM Break
(15)
(30) Assignment:
“Choose a new facilitator, recorder, and reporter.
At your tables, share what you each learned:
Progress
Issues
Help needed
Prepare a flip chart that describes the most
significant progress made, the most important
issues, and the most critical help needed.
We don’t assume that we have a unique “corner” on good principles. You have plenty of
your own. But we do know that the theories, processes and tools of Whole-Scale will
only truly work if you believe these principles
…truly believe them.
First, let us describe what the outcomes of this work need to be. Barry Camson, a senior
consultant trained and experienced in Gestalt Therapy, process consultation and work
design (STS) processes, describes it best. Barry visited us when we were working with a
Ford Motor Company Plastics Plant some years ago. We had been dong the work for
several months when he arrived, and the day of his arrival was the first day of a 250-
person three-day launch event. Three DTA partners were facilitating the launch. Barry
watched and noted what we did and wrote up a paragraph describing the outcomes, as
follows:
Barry took notes during the three-day launch event he observed and sent them to us when
he returned to Boston. His notes profoundly described everything we believed, and had
worked out in our processes. Since that time, we have been using this brainstorm of
principles as we teach people to do Whole-Scale work. They are true statements of the
work we do with clients and why we do it.
…in a large meeting, in a small meeting, in
any part of the relationships we build and honor with our clients. \\
As you read these principle statements, look for one or two that are vitally important to
you in your work with clients. These are so critical that you could never forget to live
them. Then watch for statements that speak to what you truly believe, but you sometimes
have a little trouble living. Get a colleague to read them also and identify the two types
of statements. Take 20-30 minutes to share with each other what you have chosen and
identify implications for the future:
Whole-Scale Principles
By Barry Camson
This work is about moving people from passivity to activity ± the activity of mind, of
action, of faith, of trust, of engagement of people with each other and their work.
Create a contactful environment. Contactfulness is built into the heart of the event.
Enable people to make contact with each other. Facilitate points of contact among
different views. Enable each person ± leader, member, management, union to
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not arguing with it.
e.g. keep easels out of the way except when people are working on them so
that nothing blocks contact, interaction.
e.g. when asking questions of people up front in the open forum, put their
name first.
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± Help create an environment where people are willing to push-back and have
comfort around that.
e.g. Participants are asked if they got the answer they were looking for from the
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facilitator.
This also fosters willingness, skills and a feeling of safety to speak out.
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± Intervene to facilitate people getting to and speaking out of their courageous parts.
± Intervene to paraphrase to help make points clear where there may be some
confusion or to show where people agree.
± Help people become aware of how each hears the message differently. This
reinforces awareness of multiple realities. It also enables people to begin to become
aware of how their own filters, perspectives or need to be defensive impacts the
message.
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e.g. Leaders set out their truth, participants set out theirs
x Create in the workshop a community operating from one brain and one heart. The
community builds a common, interactive picture of their future arising from a
common data base which is composed of the individual pictures of each member of
the community. This leads to a common sense of caring amongst the members of the
community.
x Everything in the workshop, in the change work of the organization, as well as its
future operation derives from the vision and values. This is the major value and core
of this process. The organization and consultant always tune into that and keep going
back to it as the core of all current and future work.
x Vision and values are powerful because they arise from full input of all members of
the organization, the certainty of being heard, full opportunity for clarification, and
consensus among everyone. The possibility of coercion is checked out.
x Data is brought into the workshop forum from a variety of different sources and in a
variety of different modes.
x Competencies are built along the way, e.g. in listening, speaking, scribing, recording
and in more subtle skills such as identifying themes.
x Use of the dynamic huddle. “Stand, pull-up a few chairs.” People end up standing,
talking, huddling around their work. This results in keeping the room in motion, in
ongoing momentum, activity. Instead of having groups sitting and working around
tables all the time, a flow in the room is maintained by having people stay active.
x Enable the organization to diagnose itself and make meaning out of it.
e.g. Sads, Mads and Glads look at what has worked, not worked in the
organization.
x This work helps to build the organizational field. Input is continually provided from
different sources. The group field continues to be enhanced through discussions in
different groups. Out of each of these groups emerges key questions which have the
virtue of having the support or awareness of that group behind them. These questions
are asked of people up front and perhaps of each other. The answers as well as the
questions then move into the organization field from which new key questions, ideas,
awareness arise on a large organizational level.
e.g. Creating a larger and collective group field is facilitated through the “Open
Forum” which expressly looks at what people heard, what reactions and
what questions of understanding they have.
x Create contact with outside information – from customers, from competitors, from
benchmarked organizations. Activities in the workshop help facilitate this contact.
x Create the design team/research team as a facilitating and catalyzing force for larger
organizational involvement. Bring new people into this configuration from the
organization and enable it to be used in different ways and in different configurations.
Imagine a constantly changing, self-organizing entity moving through the heart of the
larger organization, responding to different situations with different modes of self-
organization as a model of the future and as a way of bringing light to and releasing
energy in all different parts of the organization.
– Management leader
e.g. leader shares personal anecdotes of how she got where she was at the
start of the work and how she moved to new places during the work.
– Union leader
e.g. union leader sets out his high level of commitment and what the union is willing
to do in the context of personal stories about himself. “My daddy once told me
….”
– Members
e.g. members are asked to tell their stories at an early part of the workshop.
– Consultants
e.g. the consultants constantly demonstrate and model that they are willing to be
themselves and help the community gain some insight about this way of being.
e.g. the leader sets out his/her vision for the organization, the members take that
in and enhance it with their own.
x End the work with specific, realistic and supported action plans with commitments
made to take action on them. This enables moving from the desired future and
supporting values – to intentionality and volition – and then to concrete behaviors.
This is crucial in order to dispel the memories of past failures, to build credibility and
to enable this work to have full operational value.
x As the consultant, be open to live your commitment to your client. Be open to that
commitment engaging your heart, gut, intellect, and spirit and your values, personal
vision, and enthusiasm. Be willing to be expressive about that commitment.
At the same time recognize that the client must decide to take responsibility for their
individual change and for leading the organizational change. Consultant commitment
to the client does not mean doing for the client.
e.g. “We’ll come in that day for free if it will make the difference in bringing
about the changes needed.”
x The commitment of consultant to the client at its ideal is based on unilateral love by
the consultant for the client in which the consultant affirms the client for who he/she
is. This results in pulling forth the essence of the client and a working relationship
based on trust.
The workshop becomes a river in which the many strands of the organization are
immersed, risking a complex flow of chaotic elements until the threads of the new
organization begin to emerge.
x This work is about a sincere, deep, abiding, unwavering, and non-faddish view of
empowerment that runs to the core of one’s being and is reflected in behaviors with
other consultants, with the client and in how one works with the client. It is totally
encompassing and pervasive.
x This work is about tradition – a knowing, deep and abiding commitment to the roots
of organization development as a democratic practice, which support the
empowerment of people to achieve their full potential as individuals and as groups
and to live in a humane way.
x This work is about using the different technologies to carry out the intentionalities of
democratic and empowering values rather than using the technologies in a detached
or value-independent mode. It is about using the technologies in ways that
continually track and respect where the organization is at any given moment in their
path toward their desired future.
x This work is about freeing up the flow of valid information within a client group and
supporting that flow and helping people to develop and fully use the skills that will
enable them to fully make use of the information.
x This work is about sharing the wealth with the abiding faith that those who receive
will do the same thus creating an ongoing, positive force for change.
There is an undeniable power in having the whole organization in the room. It enables
the organization to change in real time, both incrementally and in major paradigm shifts.
It creates a common shared experience that the organization and all of its components can
reference and operate out of in the future which will in time as it is enhanced take
precedence over the old ways.
So friendly Reader, there you have it – just about everything we think we kow at this
moment. Let us know what you learn from what we’ve given you. We want to learn
more! Good luck and thanks for hanging in with us
…
The Dannemiller Tyson Associates partners.
For twenty years, Dannemiller Tyson Associates has pioneered large group processes that
unleash true empowerment within organizations and communities, resulting in rapid,
significant and lasting organizational change. We are passionate advocates for whole
system. We, ourselves, are a virtual company, operating around the globe with one brain
and one heart to help our clients be successful in their environment. Together with our
clients, we focus on expanding the boundaries of whole-system approaches to change.
Our passion is to share with others the work we have created and what we continue to
learn in our journey. In this book, we look at the way we make the change journey
happen, to give you our tips on how to design Whole-Scale events as accelerators in that
journey. In its companion book, Whole-Scale Change: Unleashing the Magic in
Organizations, we cover the underlying theory, foundations, and history, taking you on
the adventures which we have taken with organizations and communities around the
world.
ALBERT B. BLIXT came to whole system change work in the mid-1990’s after multiple
careers as a professor, attorney, art gallery owner and co-founder of a successful
advertising agency. His practice focuses primarily on leadership development, strategic
planning, culture change and team-based work redesign for business, government and non-
profit clients. He enjoys the challenge of pushing the boundaries of the Whole-Scale™
approach to find new ways of engaging people in the change process. Al is the author of
numerous articles on organizational change and other business subjects. He is the co-
author of the 1996 book Navigating In A Sea of Change and a frequent public speaker. He
holds a Juris Doctor degree from the University of Michigan.
KATHRYN CHURCH designs and facilitates group process including real time
strategic change, strategic planning, team building, multiple party disputes, and
workplace conflict. Kathy is particularly interested in dispute systems design, and is
currently working with an organization of 850,000 employees, facilitating their dispute
system design. Also she conducts on-site interventions to assist management, employees,
and dislocated employees deal with the trauma of involuntary reduction-in-force (RIF),
reorganizations, and workplace conflict. Ms. Church is qualified in the Myers-Briggs
SYLVIA JAMES has worked as an internal and external consultant for twenty-five
years, pioneering Whole-Scale processes in aerospace in the early 80’s. She works with
communities and organizations to bring about a variety of whole system change efforts in
high tech, service, manufacturing, government and education systems in North America
and globally. She has extensive experience designing/facilitating large group interactive
meetings involving over 1,000 participants for strategy, mergers, culture change, and
organizational design. She has presented at conferences and led workshops on Whole-
Scale processes in North America, Europe, the United Kingdom, and Australia. The past
seven years she has specialized her practice in applying the Whole-Scale approach to
organizational and work design, helping organizations to make rapid, sustained change in
up to eleven core processes simultaneously, while creating a culture and structure to that
enables results and agility. Sylvia’s recent focus is creating one-brain, one-heart in
virtual environments.
HENRY JOHNSON has been involved with OD technology, directly and indirectly for
over twenty-five years, most recently focusing primarily on Whole-Scale™ change. He
has spent the majority of his adult life in organizations that make a difference and sees his
work with DTA as an extension of those efforts. His strengths are in Whole-Scale
change technology related to organizational alignment, strategic planning, diversity
training and culture change. He has a special interest in working with educational
systems and transformation initiatives in urban areas. He is retired from the University of
Michigan as Vice President Emeritus for Student Affairs and Community Relations, and
has served as Trustee of the Ann Arbor Public Schools. Henry is a graduate of
RON KOLLER is an organization consultant, trainer and coach working unlock human
potential at work. He specializes in working with front-line employees up to middle
managers as they participate in whole system change. Ron consults with clients ranging
from small business, construction companies, high tech, organized labor, aerospace,
chemical, and automotive. Sports and entertainment are industries where his future work
will take him.
ROLAND LOUP has been a consultant since 1986 using Whole-Scale change in high
tech companies, healthcare, manufacturing, the service industry, government and
academia. Roland also designs and leads courses in Whole-Scale change. Through his
efforts in international training, consultation and coaching, he is working to ensure that
the Whole-Scale approach is being used throughout the world. His consulting and
courses have benefited organizations in the U.S., Canada, Europe, India and Australia. As
a Whole-Scale practitioner he specializes in the architecture of system-wide change
efforts, coaching individual leaders and leadership teams, and design and facilitation of
large-group events. Over the past few years, he has begun applying the Whole-Scale
approach to mergers and acquisitions. Roland is co-author of Real Time Strategic
Change: A Consultant Guide to Large-Scale Meetings.
JIM McNEIL is a nationally recognized labor leader who brings a unique perspective
and passion to the work of developing and improving labor/management relations. As a
consultant and trainer, he specializes in organizational change. His background and
hands-on experience with workplace change efforts and study of Organizational
Development theory and practice provide a unique grasp of the issues that confront
today’s workers and employers. Jim is a retired three-term president of one of America’s
largest local unions. He has successfully negotiated numerous collective bargaining
agreements with dozens of employers and was chairman of United Auto Worker’s
national negotiating committee at Ford in 1993 and 1996, where industry-wide patterns
were developed.
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new in Whole-Scale® Change. We periodically send out articles and case stories
as well as providing information on workshops and other learning opportunities.
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