2. What is Whole-Scale Change?Whole-scale techniques are
designed tohelp organizations uncover and engagethe combined
knowledge, wisdom, andhearts of their people to meet thechallenge
of a changing worldSome core whole-scale concepts: Create
empowerment, participation, and community Use reality as a key
driver Create a shared preferred future Create change in real time
Apply action-learning approach using whole-scale events as
accelerators Enable a critical mass to create a new culture in the
moment
3. Evolution of Strategic Planning 1G - Long-range planning
Presented statistical data projecting current growth patterns over
a period of 5-10-20 years A matter for top-down management 2G -
Strategic planning Environmental scans and scenario building SWOT
Assess Strengths and Weaknesses in relation to Opportunities and
Threats Leaves change to the experts 3G - Real-time strategic
planning Enables a critical mass of the organization to create a
new culture in the moment. Actively engages staff at all levels in
the planning process
4. History of Whole-Scale ChangeIn 1981, Dannemiller Tyson
Associates launchedWhole Scale to help Ford Motor Company,
whichsought to move its management culture fromcommand and control
to a more participativestyle.Whole Scale and similar methods have
helpedorganizations plan strategically and manage changefor at
least two decades.
5. When is it Used?Organizations most likely to consider a
Whole-ScaleIntervention are:1. Those that want to engage everyone
or nearly everyone in re-creating their organizations (processes
and structures)2. Those with a sense of urgency brought on by a
challenging and quickly changing environmentWhole-Scale prepares
organizations for substantivechange by: Clarifying and connecting
multiple current realities Uniting multiple yearnings around a
common picture of the future Reaching agreement on the action plans
that move the organization toward the future Building the
processes, structures, and relationships that keep the organization
moving forward
6. The Whole-Scale Paradigm Shift Formula: DxVxF>R D =
Dissatistfaction with the status quo V = Vision of the future F =
First steps towards change R = Resistance to changeIf an
organization can combine all three elements (D, V, and F),everyone
will shift into a new worldview and sustainable change canbe
achieved.
7. Whole-Scale Strategic Planning Model Purpose, Mission, What
do we stand Principles for? Environmental Trends, How to measure
Stakeholders Strategic Goals long-term Needs success? (Now and
Future) Basis of competition Strategic Thrust (next 3-5 yrs)
Evaluate: Did we respond appropriately to stakeholders? Achievable
results Strategic Objectives Evaluate: Did it achieve results? What
will we do? Action Plans What resources are needed? Evaluate: Did
we do it? Implement Do it!c.f. Whole-Scale Change, p. 68
8. Guiding PrinciplesBoth Consultant-and-Client believe in the
following: An organization must understand its past and present in
order to create its future It is impossible for an organization to
plan effectively without knowing the future it wishes to achieve
Having a microcosm of the whole organization together enables the
organization to change in real time, both incrementally and in a
major paradigm shift The wisdom is in the people, and when you
connect the people, they will have all the wisdom they need to find
the answers they need Solutions must focus on the
interconnectedness of people, processes and technology People
support what they help create
9. A Story from the Trenches:(Change Handbook, pp.
203-205)Ferranti-Packard Transformers, LtdBleak 1995 Outlook Went
through 4 CEOs in 3 years Heavy anticipated FY losses Hostile
Relationships with Labor Unions Urgent need for organizational
change Pierre Racine CEO, Ferranti-Packard Ontario, Canada
Operations
10. Whole-Scale Strategic Intervention at Ferranti-Packard
Plant closed for two days 280 stakeholders participated in change
event offsite 23-person Event-Planning Team representing all
levels, decided what issues to discuss as content experts
Whole-Scale consultants facilitated as process experts.
11. Change Event Outcomes Change in corporate culture
Environmental awareness Better customer relationships Team
Commitment More efficient production Profits Jump Union grievances
dropped Plans for major new plant equipment approved
12. 7 Areas Where Whole-Scale Change Can Achieve
Paradigm-Shifting Results (c.f. Holman,
http://www.opencirclecompany.com/EECultureChange.htm)Area Old
Assumption New AssumptionVision/Purpose Management owns Shared
ownershipContribution I just do my job What can I do?Person They
just want my Who I am matters hands/headWisdom Hire an expert Among
us, we have the knowledge and skills we need or know how to get
itProcess That was a nice event, now We continually learn and
change back to the real work togetherSystem I know my part and
thats all I I understand how we fit together need to
knowInformation Need to know Public: Information is all around
us.
13. Some New Rules for Leaders cf:
http://www.dannemillertyson.com/library/new_rules.html Old Rules
New RulesThe leaders job is to know, and to The leaders job is to
call peopleserve as a final authority in important together who
were once kept apart,decisions and to find ways to uncover and
collect their wisdom.The leaders job is to control The leaders job
is to ask questionseverything: people, information, risk, and
facilitate conversations at ALLthe future. levels of the
organization.The leaders job is to drive and The leaders job is to
build andmonitor organization performance by sustain high
performance byfocusing on what is going wrong, appreciating when
people do thingsand punishing mistakes right-especially when they
act with courage, integrity, and accountability.