The Change Handbook This page intentionally left blank The Change Handbook THE DEFINITIVE RESOURCE ON TODAY’S BEST METHODS FOR ENGAGING WHOLE SYSTEMS Peggy Holman, Tom Devane, Steven Cady, and Associates The Change Handbook Edited collection copyright © 2007 Peggy Holman, Tom Devane, and Steven Cady (Editors) All rights reserved No part of this publication may be reproduced, distributed, or transmitted in any form or by any means, including photocopying, recording, or other electronic or mechanical methods, without the prior written permission of the publisher, except in the case of brief quotations embodied in critical reviews and certain other noncommercial uses permitted by copyright law For permission requests, write to the publisher, addressed “Attention: Permissions Coordinator,” at the address below Berrett-Koehler Publishers, Inc 235 Montgomery Street, Suite 650 San Francisco, California 94104-2916 Tel: (415) 288-0260, Fax: (415) 362-2512 www.bkconnection.com Ordering information for print editions Quantity sales Special discounts are available on quantity purchases by corporations, associations, and others For details, contact the “Special Sales Department” at the Berrett-Koehler address above Individual sales Berrett-Koehler publications are available through most bookstores They can also be ordered directly from Berrett-Koehler: Tel: (800) 929-2929; Fax: (802) 864-7626; www.bkconnection.com Orders for college textbook/course adoption use Please contact Berrett-Koehler: Tel: (800) 929-2929; Fax: (802) 864-7626 Orders by U.S trade bookstores and wholesalers Please contact Ingram Publisher Services, Tel: (800) 509-4887; Fax: (800) 838-1149; E-mail: customer.service@ingrampublisherservices.com; or visit www ingrampublisherservices.com/Ordering for details about electronic ordering Berrett-Koehler and the BK logo are registered trademarks of Berrett-Koehler Publishers, Inc Cataloging-in-Publication Data are available from the Library of Congress Second Edition Paperback print edition ISBN 978-1-57675-379-8 PDF e-book ISBN 978-1-57675-509-9 2007-1 Copyedited by Frances Lyon Production services and composition by Westchester Book Group Proofread by Katherine Deyell Indexed by WordCo Indexing Services Contents Preface Acknowledgements Introduction and Essential Fundamentals xi xxi Part I: Navigating Through the Methods 15 The Big Picture: Making Sense of More Than Sixty Methods Selecting Methods: The Art of Mastery —Steven Cady 16 28 Preparing to Mix and Match Methods —Peggy Holman 44 Sustainability of Results —Tom Devane Part II: The Methods 59 71 Adaptable Methods 72 In-depth Appreciative Inquiry: A Positive Revolution in Change —David L Cooperrider and Diana Whitney 73 Collaborative Loops —Dick Axelrod and Emily Axelrod 89 vi contents Dialogue and Deliberation —Sandy Heierbacher 102 Integrated Clarity: Energizing How We Talk and What We Talk about in Organizations —Marie Miyashiro and Marshall Rosenberg 118 Open Space Technology —Harrison Owen 135 10 The Technology of Participation —Marilyn Oyler and Gordon Harper 149 11 Whole-Scale Change —Sylvia L James and Paul Tolchinsky 162 12 The World Café —Juanita Brown, Ken Homer, and David Isaacs 179 Thumbnails 13 Ancient Wisdom Council —WindEagle and RainbowHawk Kinney-Linton 195 14 Appreciative Inquiry Summit —James D Ludema and Frank J Barrett 201 15 The Conference Model —Dick Axelrod and Emily Axelrod 207 16 Consensus Decision Making —Tree Bressen 212 17 Conversation Café —Vicki Robin 218 18 Dynamic Facilitation —Jim Rough and DeAnna Martin 223 19 The Genuine Contact Program —Birgitt Williams 227 20 Human Systems Dynamics —Glenda H Eoyang 234 21 Leadership Dojo —Richard Strozzi-Heckler 239 22 Evolutions of Open Systems Theory —Merrelyn Emery and Donald de Guerre 244 23 OpenSpace-Online Real-Time Methodology —Gabriela Ender 250 contents 24 Organization Workshop —Barry Oshry and Tom Devane 256 25 PeerSpirit Circling: Creating Change in the Spirit of Cooperation —Sarah MacDougall and Christina Baldwin 261 26 Power of Imagination Studio: A Further Development of the Future Workshop Concept —Petra Eickhoff and Stephan G Geffers 267 27 Real-Time Strategic Change —Robert “Jake” Jacobs 273 28 SimuReal: Action Learning in Hyperdrive —Catherine Perme and Alan Klein 278 29 Study Circles —Martha L McCoy 283 30 Think Like a Genius: Realizing Human Potential Through the Purposeful Play of Metaphorming —Todd Siler 288 31 Web Lab’s Small Group Dialogues on the Internet Commons —Steven N Pyser, J.D., and Marc N Weiss 294 Planning Methods In-depth 32 Dynamic Planning and the Power of Charrettes —Bill Lennertz 299 300 33 Future Search: Common Ground Under Complex Conditions —Marvin Weisbord and Sandra Janoff 316 34 Scenario Thinking —Chris Ertel, Katherine Fulton, and Diana Scearce 331 35 Search Conference —Merrelyn Emery and Tom Devane 347 Thumbnails 36 Community Summits —Gilbert Steil, Jr., and Mal Watlington 365 37 Large Group Scenario Planning —Gilbert Steil, Jr., and Michele Gibbons-Carr 370 38 SOAR: A New Approach to Strategic Planning —Jackie Stavros, David Cooperrider, and D Lynn Kelley 375 vii viii contents 39 Strategic Forum —Chris Soderquist 381 40 Strategic Visioning: Bringing Insight to Action —David Sibbet 386 41 The 21st Century Town Meeting: Engaging Citizens in Governance —Carolyn J Lukensmeyer and Wendy Jacobson 393 Structuring Methods In-depth 42 Community Weaving —Cheryl Honey 399 400 43 Participative Design Workshop —Merrelyn Emery and Tom Devane 419 Thumbnails 44 Collaborative Work Systems Design —Jeremy Tekell, Jon Turner, Cheryl Harris, Michael Beyerlein, and Sarah Bodner 436 45 The Whole Systems Approach: Using the Entire System to Change and Run the Business —William A Adams and Cynthia A Adams 441 Improving Methods In-depth 46 Rapid Results —Patrice Murphy, Celia Kirwan, and Ronald Ashkenas 449 450 47 The Six Sigma Approach to Improvement and Organizational Change —Ronald D Snee, Ph.D 465 Thumbnails 48 Action Learning —Marcia Hyatt, Ginny Belden-Charles, and Mary Stacey 479 49 Action Review Cycle and the After Action Review Meeting —Charles Parry, Mark Pires, and Heidi Sparkes Guber 484 50 Balanced Scorecard —John Antos 490 51 Civic Engagement: Restoring Community Through Empowering Conversations —Margaret Casarez 496 contents 52 The Cycle of Resolution: Conversational Competence for Sustainable Collaboration —Stewart Levine 501 53 Employee Engagement Process —Marie McCormick 507 54 Gemeinsinn-Werkstatt: Project Framework for Community Spirit —Wolfgang Faenderl 513 55 Idealized Design —Jason Magidson 519 56 The Practice of Empowerment: Changing Behavior and Developing Talent in Organizations —David Gershon 524 57 Values Into Action —Susan Dupre, Ray Gordezky, Helen Spector, and Christine Valenza 530 58 WorkOut —Ron Ashkenas and Patrice Murphy 535 Supportive Methods 541 In-depth 59 Online Environments That Support Change —Nancy White and Gabriel Shirley 542 60 Playback Theatre —Sarah Halley and Jonathan Fox 561 61 Visual Recording and Graphic Facilitation: Helping People See What They Mean —Nancy Margulies and David Sibbet 573 Thumbnails 62 The Drum Café: Building Wholeness, One Beat at a Time —Warren Lieberman 588 63 JazzLab: The Music of Synergy —Brian Tate 593 64 The Learning Map Approach —James Haudan and Christy Contardi Stone 598 65 Visual Explorer —Charles J Palus and David Magellan Horth 603 ix 722 index Managers See also Leaders charrettes, 309–310 middle, 9, 64, 479, 493, 625, 630 Participative Design Workshop, 428 Search Conferences, 355 Six Sigma, 468, 473 Managing Transitions (Bridges), 131 Mandela, Nelson, 589 Mandl, Christoph, 50 Mandl, Hanna, 50 Manifestation, laws of, 505 Mapping, 38, 186–187, 383, 573–577, 581–582 Margulies, Nancy, 573, 575, 583, 585, 586, 701A Marketing, 221 Market positioning, 126 Martin, DeAnna, 226 Master Black Belts (MBB), 472, 473 Mastery: of blending methods, 45–54 definition of, 28–29 duty of, 40 as lifetime work, 19 and method selection, 28–43 the path to, 40–42 and the unanticipated, 52 of whole system change, 29–30 Matching, 38 Maturana, Humberto, 190 Maurer, Rick, 174 MBB, see Master Black Belts Mead, Margaret, 621 MeadWestvaco, 456 Meaning (collaborative), 12 Media, 138 Mediation, 115–116 Medicine Wheel Tool, 228 MEEI, see McCormick Employee Engagement Inventory Meeting(s): charrette, 301, 310 face-to-face, 551 Future Search, 320 large group methods vs., 10 launch, 454 Open Space Technology, 135–136 periodic review, 327 planning, 366 public, 301, 304 sense of the, 213 with sponsors, 96 Whole-Scale Change, 164 whole system, 316–319, 326–327 “Meeting canoe,” 93–94 Meky, Saleh, 451 Membership-Control-Goals team formation model, 167 Memory, 578 Meningitis Vaccine Project, 149–150 Mercer, Steven, 642 Mergers (corporate), 128 Metalogue Conferences, 50–51 Meta-Matching-Method (MMM), 37–38 Metaphorming, 290–292 Metaplan, 583 Method Masters, 30 Method selection, 28–43 creative approach to, 37–38 and mastery, 28–43 process-oriented dimensions of, 35–36 Metopia, 268 Metropolitan Opera (New York), 520 Mexico, 183 Microcosms, 166, 174–175 Microsoft, 347–348 Middle managers, 9, 64, 479, 493, 625, 630 Middles, 257, 258 Military, U.S., 343 Millemann, M., 149 Millennium Pharmaceuticals Inc., 482 Mindscapes, 573, 583, 586 Mission Statement, 153 Mixing and matching methods, see Blend mastery (blending methods) Miyahsiro, Marie, 132, 671A MMM (Meta-Matching-Method), 37–38 Mobility (global), Mobility, Law of, see Law of Two Feet Momentum, 175 Money, 64, 341 See also Costs Monitoring, 69 Monitor phase (Scenario Thinking), 336, 339 Morale, 126 Moral judgment, 113 Moreno, J L., 564 Mota, Carlos, 183 Motivating people, 62, 122 “Motivational listeners,” 578 Motorola, 297, 467, 476, 691 MSNBC, 297 Muellert, Norbert R., 684 Multiple intelligences, 20–21, 37 Multiple perspectives, 336–337, 340– 341 Murals, 576–577 Murphy, Patrice, 463, 540 Museum of Science and Technology (Tampa Bay, Florida), 706 Music, 595, 596 See also Drum Café; JazzLab Myths (organizational), 462 Name (Consensus Workshop method), 151 Nash, Johnny, 256 National Business Aviation Association, 317 National Charrette Institute (NCI), 302–303, 312, 664A National Discussion on Social Security Reform, 395 index National Fund for Social Enterprise, 183 National Semiconductor, 584 National Training Center, U.S Army, 647A National Training Labs, 173 Navy, U.S., 204 NCI, see National Charrette Institute Neal, Philip, 450, 451 Needs: individual vs group, 40 leveraging, 125–126 organizational, 119, 120, 124– 127, 132 people’s, 119, 125 requests vs., 122 source, 120, 123–125 strategies vs., 127 universal, 122, 123 Negotiation, 115–116 Netherlands, 343 Neutral party, 111–112, 115 Newcomb, Theodore M., 358 New Hampshire Power and Light, 538 New York City, 273, 294–295, 687 NGO (Nongovernmental organization), 548 Nicaragua, 686 Nongovernmental organization (NGO), 548 Nonprofits, 128 Nonviolent Communication (Rosenberg), 125, 130 Nonviolent Communication (NVC) language model, 120–123, 125, 131, 671A Norton, David, 490, 651 Norwegian Industrial Democracy Project, 421 NTT, 697 Nursing, 250, 261–262, 542–543 Nutrimeal Brazil, 649 Nutrimental Foods, 79 NVC language model, see Nonviolent Communication (NVC) language model Observations, 122 Office of Finance, City and County of Denver, 78 Oleari, Kenoli, 49–50, 52–53 Olyer, Marilyn, 161 Online chat, 295 Online Environments, 542–560 conditions for success, 555 definition of, 543 e/merge 2004, 545–546 getting started with, 552–554 outcomes, 550–551 principles of, 554 roles/responsibilities/relationships, 554–555 Spirited Work, 546–547 summary for, 27, 676–676A sustainability of results, 557 table of uses, 551–552 theoretical basis for, 556–557 three perspectives for, 543–548 usage of, 549–550 Open architecture, 100 Openness, 109, 568, 569 OpenSpace-Online real-time methodology, 23, 250–255, 679– 679A Open Space Technology (OST), 135– 148 common mistakes in, 145 conditions for success with, 145 and costs, 141 definition of, 138–139 effects of, 141 and fundamental human patterns, 136–137 getting started with, 142–143 Kurdistanis and, 53, 54 723 Law of Two Feet, 136, 137, 140, 141 Metalogue Conferences, 50–51 misconceptions in, 147 outcomes of, 139 passion/responsibility in, 139 principles of, 135–136, 139–141 results of, 136, 146 at Rockport Company, 135–136 roles/responsibilities/relationships in, 143–145 Spirited Work experiment, 136– 137 summary for, 22, 677–677A sustainability of results, 146 table of uses for, 141–142 theoretical basis for, 145–146 Urban Aboriginal Strategy, 137– 138 Urban Development Agreement, 47, 48 when not to use, 145 when to use, 139 and World Café, 191 Open Space Technology (OST) program, see Out of School Time (OST) program Open Systems Theory, 23, 98, 244– 249, 350, 351, 678–678A “Operation Safe Havens,” 402–403 Orbseal Technology Center, 375–376 Organic growth, 526 Organization(s): creating a flatter, 317 critical mass of, 165 cultural assumptions of, 359, 432, 462 definition of, 18 inspired, 610–619 power shifts in, 324 redesign of entire, 429 Scenario Thinking, 332–333 stability of, 485 Strategic Forum, 384 724 index Organizational effectiveness, 445 Organizational needs, 119, 120, 124– 126, 132 Organizational power, 356 Organizational structure, 279 Organizational Workshop (OW), 256–260, 680 ORID (Objective, Reflective, Interpretive, and Decisional) levels, 150–151 Orient phase (Scenario Thinking), 337, 340 Osborn, Alex, 157 Oshry, Barry, 259–260, 680 OST, see Open Space Technology OT (Annual International Conference of Organisation Transformation), 50 Outcomes See also Results Community Weaving, 403 desired, 7–8, 11, 31–33, 164 Dynamic Planning process, 308 emotional attachment to, expectations for, 111 feasible, 303 Idealized Design, 521 Learning Map Approach, 599, 600 measuring, 308 Online Environments, 550–551 Open Space Technology, 139 Organization Workshop, 258 Participative Design Workshop, 419, 420, 424 Playback Theatre, 563, 570 and purpose, 33 Rapid Results, 452–453 Search Conference, 349–350 Technology of Participation methods, 154 Unique Design, 247 unknown, 109 Visual Explorer, 604–605 Whole-Scale Change, 164, 166 Whole Systems Approach, 443 Out of School Time (OST) program, 273, 687 Outside-in thinking, 335–336 Outward focus, 634 OW, see Organization Workshop Owen, Harrison, 147, 642, 677 Ownership, 156 Ownership (Civic Engagement), 498, 499 Palus, Charles J., 607, 700 Papert, Seymour, 289 Paradigm shift, 499, 538 Parliament of the World’s Religions, 530–531 Parry, Charles, 489 Participants: Appreciative Inquiry, 81 Appreciative Inquiry Summit, 201 Collaborative Loops, 96–97 Community Summits, 367 Dialogue and Deliberation processes, 110, 112 external, 340 Future Search, 324 Idealized Design, 521 internal, 339 needs/concerns of, 112 Online Environments, 555 Open Space Technology, 143, 144 Organization Workshop, 257, 258 Participative Design Workshop, 420, 428 Power of Imagination Studio, 268, 269 Scenario Thinking, 339–340, 343 Search Conference, 355 SimuReal, 278, 279 Small Group Dialogue technique, 295 Technology of Participation, 155 Visual Explorer, 605 Whole-Scale Change, 171–172 World Café, 187 Participation, 5, 155, 515, 545, 558, 578 Participative Design Workshop (PDW), 419–435 basics of, 420–425 common mistakes in, 429, 430 conditions for success, 428–429 cost justification, 425 genotypical organizational design principles, 421–422 getting started in, 426–437 guiding principles of, 427 and intrinsic motivation, and Open Systems Theory, 244, 246 others methods vs., 433 outcomes of, 419, 420, 424 roles/responsibilities/relationships, 427–428 and Search Conferences, 353–354 summary for, 25, 681 sustainability of results, 432 table of uses, 426 theoretical/research basis, 429, 431 usage of, 424 workings of, 424–425 Participatory Strategic Planning, 153, 154, 156 Partnerships, 56, 138, 411, 412 Partnow, Susan, 659 Pascal, Blaise, 610 Pascale, R., 149 Passion, 139, 218–219 Passive adaptation, 620 “Pass the order through” activities, 209 PATH (Program for Appropriate Technology in Health), 149 Pathfinding intelligence, 196, 197 index Patterns, 581, 613 Patton, George S., Jr., 436 Pay increases, 432 PDW, see Participative Design Workshop Pedagogy (dialogic), 112 Peer coaching, 480, 482 PeerSpirit Circle, 23, 261–266, 682 People, 33–35, 121, 139, 140, 322 People infrastructure, 303, 304 PepsiCo, 598–599 Perceptual intelligence, 196, 197 Performance, 468, 474 Performance Framework model, 626–628 Periodic cycle, 19 Perme, Catherine, 281 Persistence, 621 Persons, engaging whole, 12 Perspective, 105, 112, 335–337, 340– 341 Pharmaceutical industry, 1–2, 8, 507–508, 691 Pharmacia, 239 Philadelphia Area Human Resource Planning Group, 509 Piaget, Jean, 157 Pino, Al, 443 Pires, Mark, 489 Plan, Do, Check, Act, 168, 475 Planning: change, 31–37 committees, 144–145 land-use, 312 larger groups for, 360 meetings, 366 process, 158 scenario, 371–372 strategic, 167, 345, 377–378 Planning group, 279, 280, 356 Planning methods, 17–18, 24, 299 See also specific method, e.g.: Dynamic Planning Charrettes Playback Theatre, 561–572 conditions for success, 568–569 definition of, 562 getting started with, 567 outcomes, 563 roles/responsibilities/relationships, 568 summary for, 27, 683 sustainability of results, 570 table of uses, 566–567 theoretical basis for, 569–570 Pleasant Hill BART station, 300–302, 664A Podcasting, 558 Poetic principle, 84 Porras, Jerry I., 119, 130 Port Authority of New York & New Jersey, 294–295 Portsmouth, New Hampshire, 283– 284 Positive change, 76, 77 Positive Change Corps, 378 Positive core, 75–76 Positive principle, 84 Positive psychology, 634 Positivity, 83 Possibility (Civic Engagement), 498, 499 Posters (table-sized), 598–599 Power, 175, 324, 356 The Power of Appreciative Inquiry (Whitney and Trosten-Bloom), 84 Power of Imagination Studio, 23, 267–270, 684 Practical Vision, 156 Practical Vision (Participatory Strategic Planning), 152 Practice, 41 Practice of Empowerment, 26, 524– 529, 685 Practitioners, 19, 38–40 Predictive intelligence, 196, 197 725 Preparation, 44, 56, 104 “Prepare the space,” 553 “Preparing to Mix and Match Methods” (Holman), 44–57 Presbyterians, 147 Prigogene, Ilya, 145 Principle of Rational Awareness (Appreciative Inquiry), 377 Priorities, 110–111 Problem solving, 76 Processes: change, 12–13, 91–93 Collaborative Loops, 91–93 Conversation Café, 220 knowing the, 46, 49 learning, 69 Study Circle, 285 trusting the, 56 “Process sigma,” 467–468 Productive work, 422 Productive Workplaces (Weisbord), 637 Profiling, 38 Program for Appropriate Technology in Health (PATH), 149 Projects (closed), 475 Project selection, 477 Project teams, 96 Psychodrama, 570 Psychology (positive), 634 Public commitment, 68, 94 Public deliberation, 113 Purpose: Ancient Wisdom Council, 198 clarifying, 613 Collaborative Loops, 93 determining, 31–33 five dimensions of, 17–18 Life-Affirming Purpose, 124– 125 meaningful, 12 as universal organizational need, 124–125 726 index Putnam, Robert, 5, 415 Pyser, Steven N., 298, 642 Quakers, 213, 646, 658A Quality, improving, 201 “Question basket,” 195, 196 Questions: Consensus Workshop method, 151–152 to consider, 631–632 and context, 184 exploring important, 184–185, 187 high-leverage, 630 for innovation, 638 Technology of Participation, 153– 154 unconditionally positive, 611–613 “waterline,” 481 Quick-Hit tips, 628–631 Quick Summaries, 645–706A Action Learning, 646 Action Review Cycle, 647–647A Ancient Wisdom Council, 648– 648A Appreciative Inquiry (AI), 649– 649A Appreciative Inquiry Summit, 650 Balanced Scorecard, 651 charrettes, 664–664A Civic Engagement, 652 Collaborative Loops, 653 Collaborative Work Systems, 654–654A Community Summits, 655 Community Weaving, 656–656A Conference Model, 657 Consensus Decision Making, 658–658A Conversation Café, 659–659A Cycle of Resolution, 660 Dialogue and Deliberation, 661– 661A Drum Café, 662 Dynamic Facilitation, 663 Dynamic Planning process, 664– 664A Employee Engagement Process, 665 Future Search, 666–666A Gemeinsinn-Werkstatt, 667 Genuine Contact Program, 668 Human Systems Dynamics, 669 Idealized Design, 670 Integrated Clarity, 671–671A JazzLab, 672 Large Group Scenario Planning, 673 Leadership Dojo, 674–674A Learning Map Approach, 675 Online Environments, 676–676A OpenSpace-Online real-time methodology, 679–679A Open Space Technology, 677–677A Open Systems Theory, 678–678A Organization Workshop, 680 Participative Design Workshop, 681 PeerSpirit Circle, 682 Playback Theatre, 683 Power of Imagination Studio, 684 Practice of Empowerment, 685 Rapid Results, 686–686A RealTime Strategic Change, 687 Scenario Thinking, 688–688A Search Conference, 689 SimuReal, 690–690A Six Sigma Approach, 691–691A SOAR, 692–692A Strategic Forum, 693–693A Strategic Visioning, 694 Study Circles, 695–695A Technology of Participation, 696– 696A Think Like a Genius® process, 697–697A 21st Century Town Meeting, 698– 698A Values Into Action, 699–699A Visual Explorer, 700–700A Visual Recording and Graphic Facilitation, 701–701A Web Lab’s Small Group Dialogues, 702 Whole-Scale Change, 703–703A Whole Systems Approach, 704– 704A WorkOut, 705–705A World Café, 706–706A RACI matrices, 68 Racism, 565–566 RainbowHawk, 199, 648A Range of views, 105 Rapid growth, 316–317 Rapid Results, 450–464 basics of, 452–455 challenges to conventional wisdom of, 460–461 common misconceptions, 463 conditions for success, 459–460 getting started in, 457 and low-hanging fruit, 462–463 other methods vs., 463 outcomes of, 452–453 roles/responsibilities/relationships, 458–459 summary for, 26, 686–686A sustainability of results, 461–462 table of uses, 455–456 theoretical basis, 460 usage of, 452 workings of, 453–455 Rational Aim, 153–154 Rawls, John, 113 Real-Time Strategic Change (RTSC), 165, 273–277, 687 “Real Time Work Design,” 165 Reasoned argumentation, 105 index Recommendations, 105–106, 155 Red Cross, 684 Redesigning, 38 “Redundancy of functions,” 421–422 “Redundancy of parts,” 421, 422 Reflection, 41–42, 94, 156 Regional organizing, 212 Regional Planning Commission (Hamiltion County, Ohio), 698–698A Registered Nurses Association of Ontario (RNAO), 250 Registration, 544 Reinforcement of new behaviors, 69 Relationships, 550, 551, 556 Reporting, 475 Representativeness, 114–115 Requests, 122 Research, education, Charrette preparation phase, 303–304 Research and theory, 639 Resolve (Consensus Workshop method), 152 “Resonant network,” 616 Resources, 11, 19–20, 62–63, 111, 341, 342 Respect, 61, 155, 156, 304 Responsibilities: Appreciative Inquiry, 81 Collaborative Loops, 96–97 Community Weaving, 412 Dialogue and Deliberation processes, 109–110 Dynamic Planning process, 309– 310 establishing clear, 68, 624 Future Search, 322–324 individual/collective, 612–613 Integrated Clarity, 129 as the norm, 616–619 Online Environments, 554–555 Open Space Technology, 139, 143–145 Participative Design Workshop, 427–428 Playback Theatre, 568 Rapid Results, 458–459 Scenario Thinking, 339–340 Six Sigma Approach, 472–473 Technology of Participation, 154– 155 Visual Recording and Graphic Facilitation, 580–581 Whole-Scale Change, 171–172 World Café, 185–186 Results, 62, 69, 202, 468, 502, 504 See also Outcomes Return on investment (ROI), 460 Revans, Reginald, 480, 646 Review schedule, 474–475 Rewards, 64, 475 RHS&A, 461 Richmond, Barry, 693A Rilke, Rainer Maria, 631 Risk analysis, 66 RNAO (Registered Nurses Association of Ontario), 250 Road crew workers, 663 Road map, 47, 163, 176, 276 Roadway Express, 85–86, 378, 650, 678A Roberts, Kent, 413–414 Robin, Vicki, 221, 659 Rockport Company, 135–136 ROI (Return on investment), 460 Roosevelt, Franklin Delano, 419 Root, Randall C., 599, 675 “Ropes” activity, 209 Rosenberg, Marshall, 120, 125, 130, 132, 671A Roshi, Shunryu Suzuki, 645 Roth, Sally Ann, 185 Rough, Jim, 226, 663 Royal Dutch/Shell, 335, 343, 688A RTSC, see Real-Time Strategic Change 727 Safe space, 550 Saint-Exupery, Antoine de, 267 Salas, Jo, 683 Salmon-Zhu, Leslie, 583 SARS, 250 Save the Redwoods League (SRL), 386–388 SC, see Search Conference Scale-up, 461 Scarborough, Dean, 450, 451, 462 Scearce, Diana, 345 Scenario matrix, 338 Scenario planning, 371–372 Scenario set, 338–339 Scenario Thinking, 331–334 as an iterative process, 344 basics of, 332–333 common applications of, 333 conditions for success, 340–343 decision tree for, 341–342 frequent questions in, 344 getting started in, 335–339 multiple perspectives in, 336–337, 340–341 phases of, 336–339 as process and posture, 344 roles/responsibilities/relationships, 339–340 strategic planning vs., 345 summary for, 24, 688–688A sustainability of results, 343–344 table of uses, 334–335 theoretical basic for, 343 Schaffer, Robert H., 460, 461, 686A Scherer, John J., 30 Schindler-Rainman, Eva, 326 Scholarship, 112–114 School for Applied Leadership, 98 School of Playback Theatre, 569 Schools, 30–31, 33, 36–37, 223, 225 Schotier, Jamie, 98 Schweitz, Rita, 699A Scoping Possibilities, 275, 276 728 index Scotland, 343 Scott, Caudill Rowlett, 312 The Seamless Exchange, 297 Search Conference (SC), 347–364 basics of, 348–352 city of Brandon and, 244–246 common mistakes, 357 conditions for success, 356–357 costs, 10, 352 definition of, 348–349 getting started with, 353–354 outcomes of, 349–350 process of, 351–352 roles/responsibilities/relationships, 354–356 summary for, 24, 689 sustainability of results, 359 table of uses, 352–353 theoretical/research basis for, 358–359 Marvin Weisbord on, 637 when to use, 349 workings of, 350–351, 356, 361– 362 Seashore, Edie, 638 Seasons, 136 Seeing-is-believing effect, “Selecting Methods: The Art of Mastery” (Cady), 28–42 Selection criteria, 474 Selection of methods, see Method selection Self-awareness, 122–123, 527 Self-directed study, 19 Self-knowledge, 46, 51–54 Self-organizing of human systems, 235 Selznick, Philip, 358 Senge, Peter, 113, 415, 583, 584 September 11, 2001 terrorist attacks, 294–295, 395 Service business, 128 Set the Context (World Café), 184, 187 Sex education, 325 SGD, see Web Lab’s Small Group Dialogues (SGD) Shafer, Michael, 118, 119 Shared actions, 154 Shared awareness, 154 Shared decision making, 154 Shared learning, 307, 349 Shared Network, 288–289 Shared vision, 309, 333 Sharing, 105, 127, 187, 561–564 Shaw, George Bernard, 347 Shewhart, Walter A., 475 Shirley, Gabriel, 558–559 Short-term success, 460, 463 Shuster, John, 98 Sibbet, David, 391, 576–577, 581– 583, 585–587, 694, 701A Sierra Adoption, 501–502 Siler, Todd, 292–293, 697A Silos, 317, 335, 479 “Simple commitments,” 208–209 A Simpler Way (Wheatley), 145 Simplicity, 36, 55 Simulation, 383 Simultaneity, principle of, 83–84 SimuReal, 23, 278–282, 690–690A Situation, knowing the, 46–48 Situation assessment, 120 “Six Freedoms” for human potential, 82–83 Six Sigma Approach, 465–478 benefits of, 11 characteristics of, 468 conditions for success, 473–475 getting started with, 471–472 phases of, 465 roles/responsibilities/relationships, 472–473 summary for, 26, 691–691A sustainability of results, 62, 63, 476–477 table of uses, 469–471 theoretical basis for, 475–476 usage of, 468–469 WorkOut and, 538 Six universal organizational needs, 120, 124–126 Skeptics, 325 Small Group Dialogues (SGD), see Web Lab’s Small Group Dialogues (SGD) Small/medium enterprises (SMEs), 548 Snee, Ronald D., 477–478 SOAR, 24, 375–380, 692–692A Social identity theory, 460 Social support network, 400 Social Technical Systems, 702 Societies, 195 Society of Professional Engineering Employees in Aerospace (SPEEA), 653 Socio-Technical Systems, 173 Sociotechnical Systems (STS) approach, 419, 421 Socrates, 219 Socratic dialogue, 599 Soderquist, Chris, 385 Sohm, Kuno, 50 Sophocles, 479 Source Needs, 120, 123–125 South Africa, 343, 589, 662 Southern Cross University, 210 Southwest Airlines, 490 the space, 526, 553 Speak Peace in a World of Conflict (Rosenberg), 130 Spector, Helen, 533, 699A SPEEA (Society of Professional Engineering Employees in Aerospace), 653 Speed, 201, 202 Spencer, Laura, 157 Spinning flywheel metaphor, 635, 636 index Spirited Work, 136–137, 546–547, 635 Sponsors: Appreciative Inquiry, 81 Collaborative Loops, 96 Dynamic Planning process, 306– 307, 309, 313 Future Search, 323 meeting with, 96 Online Environments, 554 Open Space Technology, 143, 144 Rapid Results, 458–459 Scenario Thinking, 339 Search Conferences, 354 World Café, 184–186 “Squatting,” 312 Srivastva, Suresh, 649A, 650 SRL, see Save the Redwoods League Stability of organizations, 485 Stacey, Mary, 483 Stakeholders: charrette, 310 Community Summits, 367 conflicts among, definition of, 34 designing for multiple, 68 Dynamic Planning process, 304, 307, 310 key, 155 late-to-the game, 311 Strategic Forum, 381–382 Technology of Participation, 155 Staley, Jim, 85 Standards (systemwide), 130 Standing Aside, 214, 215 Stanford Research Institute, 583 Star of Success systems model, 167– 168 Starr, Sue, 213 State government, 696–696A State universities, 128 Status quo, 64 Stavros, Jackie, 380, 642, 692A Steering committee, 323–324 Steil, Gilbert, Jr., 368, 373, 655, 673 Sterling, Bruce, 331 Stewards (voluntary), 137 Stone, Christy Contardi, 602 Stone, Linda, 557 Stories, 562–566 Stovepipes, 488 Stowe, Harriet Beecher, 100 Straight talk, 67 Strategic direction, 152, 333, 343 Strategic Forum, 24, 381–385, 693– 693A Strategic planning, 167, 345, 377– 378 Strategic Visioning, 24, 386–392, 579, 694 Strategies, 65, 127, 624–625 Strategy dissemination, Straus, David, 582 Streams, 106–108 Stress disorder, 250 Strozzi-Heckler, Richard, 242, 674 Structure, 124, 147, 420–421, 625– 628 Structuring methods, 18, 25 See also specific method, e.g.: Community Weaving STS approach, see Sociotechnical Systems (STS) approach Studio moderation team, 268 Study circle programs, 285, 286 Study Circles, 23, 102, 283–287, 695– 695A Style, 39 Subdomains, 367 Subgroups, 546 Sudan, 319 Sullivan, Pru, 484–485 Summary matrix (for methods), 21– 27 See also Quick Summaries Supporters, 412 Support groups, 473 729 Supportive methods, 18, 27, 541 See also specific method, e.g.: Online Environments Support network, 41 Sustainability, 59–69 adaptability of, 60 afterthought and, 65 Appreciative Inquiry, 85–86 Appreciative Inquiry Summit, 202 charrettes, 313 checklist for, 65–69 Collaborative Loops, 99 Community Weaving, 416 Dialogue and Deliberation processes, 114 Dynamic Planning process, 312– 313 early design for, 59, 65, 66 elusiveness of, 63–65 evidence of sustainable change, 60–63 Future Search, 327 Gemeinsinn-Werkstatt, 514– 515 high-leverage principles for, 624– 626 increasing, Integrated Clarity, 131 Online Environments, 557 Open Space Technology, 146 Participative Design Workshop, 432 perceived value of activities, 64 Playback Theatre, 570 Rapid Results, 461–462 Search Conferences, 359 six factors that work against, 63– 65 Six Sigma Approach, 62, 63, 476– 477 Technology of Participation, 158– 159 730 index Sustainability (continued) Visual Recording and Graphic Facilitation, 583–584 Whole-Scale Change, 174–175 World Café, 188–191 Sustaining intelligence, 196, 197 Symbolic models, 288–292 Synergy, 595 Synthesize phase (Scenario Thinking), 337–338, 340 System, type of, 18 Talking Objects, 220 Target, 469 “Task environment,” 350 Tate, Brian, 596–597, 672 Tavistock Institute, 173 Taylor, Frederick W., 475 Team learning, 480, 482 Teams: Advisory team, 81 charrette, 310 Core, 81, 171–172, 340 “deep slice,” 424 Design, 184–186, 278 Dispersed Organizing, 544 dynamics, 325 e-commerce, 700 Event Planning, 167, 172 high-performance, 629 Integration, 278, 279 Logistics, 172 project, 96 Rapid Results and, 453–454, 459 studio moderation, 268 Teamwork, 155 Technical Conference, 208 Technology, 4, 125, 547–548, 552, 635 Technology of Participation (ToP), 149–161 Action Planning Method, 153 background of, 157–158 conditions for success in, 155– 157 Consensus Workshop method, 151–154 content-neutral facilitators, 159– 160 definition of, 150 Focused Conversation method, 150–152 getting started in, 153–154 Meningitis Vaccine Project, 149– 150 Participatory Strategic Planning, 152, 153 roles/responsibilities/relationships, 154–155 success of, 160 summary for, 22, 696–696A sustainability of results, 158–159 table of uses for, 152–153 Tekell, Jeremy, 440 Telecommunications industry, 288– 289 Tendercare, 378 “Ten stone” method, 195, 196 Terminology, usage of, 14 Test-driving, 279, 280, 690 Textron Fastening Systems, 378 Theatre, 268 See also Playback Theatre Theatre of the oppressed (TO), 570 A Theory of Justice (Rawls), 113 Thinking, 326, 335–336, 578 See also Scenario Thinking Think Like a Genius® (TLG) process, 23, 288–293, 697–697A Thorsrud, Einar, 431 3M Company, 320 Three Questions for Planning Change, 31–37 Thurber, Marshall, 119, 131 Time: for the charrette, 311 Dialogue and Deliberation, 111 Dynamic Planning process, 313 and emergence, 615 Future Search, 328 global trends in, lack of, 64 Online Environments, 557 and practitioner selection, 39–40 and process selection, 17–18 and project implementation, 312–313 Scenario Thinking, 341 taking needed, 35, 55 Time Out of Time (TOOT), 256–257 “Tip jar” button, 618 Tips, Quick-Hit, 628–631 TLG process, see Think Like a Genius® (TLG) process TO (Theatre of the oppressed), 570 Tolchinsky, Paul, 165, 177 Tomkins, Sylvan S., 359 TOOT, see Time Out of Time ToP, see Technology of Participation Top management, 65, 427–428 Tops, 257, 258 Torbert, Bill, 189, 190 Total Quality Management (TQM), 469, 476, 477, 583 Town, gambling in, TQM, see Total Quality Management Tracking, 69, 475 Traditions, 221 Trained facilitators, 110 Training, 19, 130, 158, 411, 474, 579 Transformation, 137, 527 Transparency, 67, 109, 307, 544, 550 Trends, see Future trends Triple Bottom Line frameworks, 383 Trist, Eric, 99, 173, 316, 326, 358, 431, 689, 702 Trosten-Bloom, Amanda, 82–84 Truman, Harry S., 244 Trust, 568–569, 632 index Tufte, Edward, 582 Turner, Jon, 440 21st Century Literacy, 24, 701 21st Century Town Meeting, 24, 393–398, 698–698A Tyson, Chuck, 165 UAS, see Urban Aboriginal Strategy UD, see Unique Designs Uncertainty, 342 Underlying Contradictions, 152, 156 UNICEF, 319 Unions (labor), 426 Unique Designs (UD), 244, 246–248 United Religions Initiative, 79 United Way of Rhode Island (UWRI), 365–366, 655 United Way of Wyandotte County, 695 Unity (group), 156 “Unity Through Partnership,” 320 Universal needs, 122, 123, 132 University of South Florida, 131, 671 Upward pushback principle, 62 Urban Aboriginal Strategy (UAS), 137–138 Urban Design Associates, 312 Urban Development Agreement case, 47–48 Urgency, sense of, 341 U.S Cellular, 205 U.S Town Meeting campaign, 157 Utah Education Association, 378 UWRI, see United Way of Rhode Island Vaccine, 149–150 Vaill, Peter, 603 Valenza, Christine, 533 Values, 38–41, 64, 313, 325 Values Into Action (VIA), 26, 530– 534, 699–699A Values Statement, 153 VCT, see Voluntary counseling and testing services Veazie, Bob, 179–180, 190 Veldhoen, Rhonda, 91 Verio, 697 Verizon, 606 VIA, see Values Into Action Violent intergroup conflict case, 53– 54 Virtual work, 584 Visibility, 94 Vision, 526 Visionary leadership, 82 Vision Conference, 208 Vision crafting, 527 Visioning, 333, 527 Vision of success, 341 Vision Statement, 153 Visual Explorer, 27, 603–607, 619, 700–700A Visual Recording and Graphic Facilitation, 573–587 conditions for success, 581 definition of, 577–578 getting started with, 580 roles/responsibilities/relationships, 580–581 summary for, 27, 701–701A sustainability of results, 583–584 table of uses, 579–580 theoretical basis, 581–583 usage of, 577–578 Vodcasting, 558 Voluntary counseling and testing services (VCT), 451, 455 Voss, Nan, 699A Wack, Pierre, 335, 343, 344, 688A Walden Improvement Association, 664A Walk-thrus, 207–209 Wal-Mart, 468 Walton, Marylyn, 332 731 “Warmware,” 545 Washington, D.C., 393 Washington State Department of Corrections (DOC), 319 Washington State Public Health Nursing Directors (PHND), 542–543 “Waterline” questions, 481 Waterloo, Iowa, 102, 661 Watkins, Jane, 650 Watlington, Mal, 368, 655 Weather forecast (fictional), 267–268 Web-based database, 404 Web-based discussion groups, 543 Webber, Alan, 179 Weber, Josef, 50 Web Lab, 556 Web Lab’s Small Group Dialogues (SGD), 23, 294–298, 702 Weinman-Barcus, Sydney, 440 Weisbord, Marvin, 20, 51–52, 326, 329, 637, 643, 666 Weiss, Marc N., 297 Welch, Jack, 69, 465, 467, 705 Werner Lambert, 239 West Africa, 145 Wheatley, Meg, 98, 145, 174, 179, 190, 414, 586 Whidbey Institute, 136–137, 635 White, Nancy, 559 White, Tom, 73, 74 Whitney, Diana, 82–84, 87, 650 WHO (World Health Organization), 149 Wholeness, 216 Whole-Scale Change, 162–178 background on, 165 change road map for, 176 conditions for success, 173 Covenant Homecare, 162–164 getting started with, 170 guiding principles of, 170 outcomes of, 164, 166 732 index Whole-Scale Change (continued) roles/responsibilities/relationships, 171–172 seven models guiding, 167 steps of, 167 summary for, 22, 703–703A sustainability of results, 174–175 table of uses, 169–170 theoretical basis for, 173–174 when/where to use, 165–166 workings of, 166–169 Whole-System Inquiry, 79–80 Whole systems, 12, 29–30, 457 Whole Systems Approach (WSA), 441–447 advances in, 635 Community Weaving as, 409 definition/purpose of, 442 Future Search and, 316–319, 326– 327 outcomes of, 443 phases of transformation, 446 process of, 445–446 Search Conference and, 637 skills for, 51 summary for, 25, 704–704A table of uses, 446–447 usage of, 443 Wiess, Martin, 702 Wikis, 558 Wilber, Ken, 383, 415 “Wild cards,” 34 Wilkinson, Richard, 150 Williams, Birgitt, 232, 668 Williams, Ward, 668 WindEagle, 199, 648A Winning Through Participation (Spencer), 157 Wisdom, 12 “Wisdom Council,” 223, 226 See also Ancient Wisdom Council Witzel, Jay, 441, 442 Wnek, Andrew, 479 Workers, 123, 491–493, 663 Work groups, 146 Work/life balance, WorkOut, 26, 454, 456, 535–540, 705–705A Work sessions, 308 Workshops, 91–93, 97, 98, 279, 343, 474, 579 Work style, 39 World Bank, 451 World Business Academy, 648 World Café, 179–194 conditions for success, 187–188 and conversational process, 191 definition of, 180–181 getting started with, 184–185 mechanisms of, 181–183 as metaphor, 182–183 in Mexico, 183 roles/responsibilities, 185–186 success of, 190 summary for, 22, 706–706A sustainability of results, 189–191 table of uses, 183 theoretical basis for, 188 and Urban Development Agreement, 47, 48 workability of, 191 World Health Organization (WHO), 149 World Trade Center, 395 World Vision, 205 Worley, Christopher, 638 Wozniak, Steve, 621 WSA, see Whole Systems Approach Wurman, Saul, 582 Wyeth Distribution Centers, 665 Xerox Business Services, 573 Yellow Corporation, 678A Young, Arthur M., 581 “Zeigarnik Effect,” 35 Zero defects, 467 Zurich/Eagle Star, 456 Zurich Financial Services, 538, 705 About the Lead Authors Peggy Holman brings generative processes to organizations and communities, increasing their capacity for achieving what is important to them Her work encourages people to take responsibility for what they love, resulting in stronger organizations, communities, and individuals She believes in the promise of these processes to unleash the human spirit for individual and collective good She has worked with a Swiss-based pharmaceutical company, a Colombian social service organization, the Israeli Ministry of Education, and U.S journalists Tom Devane is an internationally known consultant and speaker specializing in transformation He helps companies plan and implement transformations that utilize highly participative methods to achieve sustainable change His clients include Microsoft, Hewlett-Packard, AT&T, Johnson & Johnson, and the Republic of South Africa Steven Cady is a scholar practitioner committed to using cutting-edge approaches that inspire system-wide change in organizations, and he is actively pursuing research and practice that unleash passion at the individual and organizational levels Steven is a Graduate Faculty member at Bowling Green State University, where he is director of the Institute for Organizational Effectiveness and has served as the director of the Master of Organization Development Program He has also served as the chief editor for the Organization Development Journal Steven publishes, teaches, and consults on topics of organizational behavior and psychology, change management, and organization development His clients include DaimlerChrysler, Dana Corporation, Diocese of NW Ohio (Toledo), and The Tavistock Group This page intentionally left blank About Berrett-Koehler Publishers Berrett-Koehler is an independent publisher dedicated to an ambitious mission: Creating a World that Works for All We believe that to truly create a better world, action is needed at all levels—individual, 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