This paper discusses the conceptual and theoretical foundation upon which whole systems change interventions are based The paper first describes six methods of intervention that are currently being utilized to change whole systems: (1) future search, (2) search conferences/ participative design, (3) open space, (4) large scale interactive process methodology, (5) simu‐real, and (6) fast cycle full participation and the conference model. Next, six common values and assumptions underlying these large scale change interventions are identified: (1) organizations are seen as “whole systems,” (2) viewing organizations as whole systems requires the creation of dialogue among all organizational stakeholders, (3) organizations do not exist, but organizing processes and procedures do, (4) what we perceive as our collective organizational reality becomes the organization that is created, (5) individuals within organizations have the capacity to self‐organize and redefine their reality, and (6) humanity shares a set of universal values that are inherently “good” and these values will ultimately influence voluntary collective action. The paper concludes with an appeal for interventionists and users of large group techniques to be cognizant of the assumptions that drive their choice of intervention.
Manning, M. and Faisal Binzagr, G. (1996), "METHODS, VALUES, AND ASSUMPTIONS UNDERLYING LARGE GROUP INTERVENTIONS INTENDED TO CHANGE WHOLE SYSTEMS", The International Journal of Organizational Analysis, Vol. 4 No. 3, pp. 268-284. https://doi.org/10.1108/eb028852Download as .RIS
MCB UP Ltd
Copyright © 1996, MCB UP Limited