11

SYLVIA L. JAMES AND PAUL TOLCHINSKY

Whole-Scale Change

And so, next generation … we pioneers are moving to the next learning environment, and leaving this one to you. My assignment to you, before I go, is the following: Stand on the shoulders of the pioneers who went before you … honor and learn from us, and then spring into the future with new and robust concepts that will be more than we old-timers ever dreamed of. You are the creative minds of this unfolding Millennium.

—Kathleen D. Dannemiller (1929–2003)

Covenant HomeCare:The Case for Change

Covenant HomeCare provides comprehensive home-care services within 16 counties in east Tennessee. HomeCare is one of many affiliates of a regional nonprofit health-care system. Prior to the sweeping changes brought by the Federal Balanced Budget Act of 1997, the agency provided approximately 250,000 home health visits annually.

In 2000, HomeCare faced dramatic declines in patient admissions and visits. In October 2000, HomeCare faced a steep decline in Medicare and TennCare reimbursement when changes to the home health services payment system replaced the old reasonable costs-based system. When a new president arrived who was experienced in hospital operations and had a strong belief in systems theory and a formal approach to process improvement, she quickly recognized that the company was in serious jeopardy. Rapid planning and action was necessary for survival. Leadership knew that their core business processes were inefficient and often inaccurate, relying heavily on many rounds of inspections and duplication to accomplish simple tasks. In addition, an employee satisfaction survey pointed to the need for significant change. The survey revealed that employees were neither ripe for change, nor satisfied with their level of involvement in company operations. They did not have a clear vision of where the company was going, nor a strong belief that current leaders could take them forward.

Figure 1. Covenant HomeCare Change Road Map (Whole-Scale Change Applied to Work Design)

COVENANT HOMECARE CHANGE JOURNEY: APPLYING WHOLE-SCALE TO WORK DESIGN

Figure 1 describes the three large group events and the interim small group work that meaningfully involved everyone in the organization in decisions affecting their future and the organization’s. The small group work included leadership alignment, event planning, and process redesign. The large group work occurred when pulling together a critical mass of the organization was important. This journey began with small group work to align leadership around the purpose, desired outcomes, and approach for the change. Then a microcosm of HomeCare designed the large group meeting involving all employees, launching the change effort, and giving input to redesign seven processes. The launch meeting’s purpose, which the microcosm planning team created, was “To bring together the hearts and minds of all Covenant HomeCare employees so that they became empowered to make changes that determined their future.” A second large group meeting, designed by another microcosm of HealthCare, attended by all employees, finalized the newly designed processes, planned implementation, and prepared to align structure with the new work processes. At the third meeting, all employees reached consensus on a new structure and worked through making processes and structure operational. Table 1 highlights Covenant HomeCare’s results from applying Whole-Scale™.

Covenant HomeCare’s Desired Outcomes	Results Achieved Within Six Months
Reduce a $1.5 million loss projected for the year 2000 to a break-even bottom line in 2001.	The biggest result is that at a time when industry changes caused more than 25 percent to go out of business, and most others struggled to survive, HomeCare is profitable and growing!
Redesign the work: • Identify and redesign core business processes. • Identify top clinical diagnoses for patients and develop standardized care paths for each before fixed payment by diagnosis goes into effect.	The results of redesigning and implementing seven critical, core business processes within six months put them well on their way to their “break-even” goal.
Improve customer satisfaction.	Customer satisfaction improved in all categories and moved from 60th to 70th percentile rankings to 90th percentile rankings in some categories.
Improve employee satisfaction.	Leaders measured both “soft” and “hard” results. In the process, they realized that often the “soft” aspects drive high performance more so than technical skills and knowledge. The next employee survey showed statistically significant improvements in key indicators.
Change the culture of Covenant HomeCare to be one of employee involvement, empowerment, and alignment with strategic goals.	Employees on the redesign teams, seeing their suggestions implemented, signed up to be on implementation teams as well. Before the payroll redesign team’s work had been fully implemented, almost all staff readily agreed to utilize electronic deposit for their paychecks when they learned the potential savings that would be achieved. This was quite remarkable considering that some HomeCare staff did not have bank accounts! Leadership viewed themselves as strong champions and sponsors of the change process.

Table 1. Covenant HomeCare’s Results

Frequently Asked Questions

WHAT IS WHOLE-SCALE?

Whole-Scale was born in 1981 when Ford Motor Company, seeking to move its management culture from “command and control” to a more participative style, brought in Al Davenport, Bruce Gibb, Chuck Tyson, and Kathleen Dannemiller to design and facilitate the change. The method that emerged from this initial work has been used for more than two decades and has helped hundreds of organizations and communities around the world. Although each situation is different, the basic direction of Whole-Scale is the same: to help organizations uncover and engage the combined knowledge, wisdom, and heart of their people to meet the challenges of a changing world.

Whole-Scale evolved from “Real Time Strategic Change” (invented by Dannemiller Tyson Associates) and “Real Time Work Design” (invented by Paul Tolchinsky and Kathie Dannemiller). It consists of a series of small and/or large group interactions that enable the organization to shift paradigms, working together to create and integrate all the needed changes. It applies action learning, using Whole-Scale events as accelerators. Through microcosms—groups representing the range of stakeholders, levels, functions, geography, and ideas in the organization—Whole-Scale processes simultaneously work with the parts and the whole of the system to create and sustain change.

Whole-Scale also enables a “critical mass” of the organization to create a new culture in the moment. That critical mass then models what the organization can look like, becoming the vehicle for powerful change in the whole system.

WHEN AND WHERE IS IT USED?

Whole-Scale facilitates all kinds of complex systems change, including strategic planning and implementation, organization design, process redesign, merger integration, training, diversity, culture change, technology implementation, and risk/project management. It works well in both the public and private sectors, with groups of ten to several thousand, from the top of the hierarchy through frontline staff, in virtual and/or face-to-face environments. Organizations use Whole-Scale interventions to engage everyone or nearly everyone in creating their organizations (processes and structures), and when a sense of urgency exists, perhaps from a challenging and quickly changing environment. With clear strategy, strong leadership, adequate training, and systemwide follow-through, Whole-Scale processes facilitate rapid systemwide change under many circumstances, and in a wide variety of countries, cultures, and organizations.

A Whole-Scale change project is a complex undertaking that requires a great deal of attention at start-up to ensure later success. Organizations are usually in the midst of one or more change projects as they explore undertaking a Whole-Scale effort. These projects often have different goals, are in different parts of the organization, and are unconnected. Whole-Scale facilitates integration and synergy across these discrepant activities.

A Whole-Scale change project is purpose-driven and includes robust processes that quickly change client systems, preparing them to sustain change 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 them toward that future

• Building and integrating the processes, structures, relationships, and shared information that move the organization forward

• Aligning organization leaders and employees so that they implement changes together

WHAT ARE THE OUTCOMES FROM WHOLE-SCALE?

Whole-Scale change outcomes pervade all organizational levels: accelerating change, more immediate results, rapid implementation, and sustained momentum. Every organization differs in how it measures success. Here are some examples:

• New model launched in two years, versus five years previously

• Costs reduced by 34 percent

• Productivity up 20 percent

• Employee turnover rate reduced 53 percent

• Leadership succession plan implemented

• Product delivery time cut over 40 percent

• Sales up from $40M to $50M in first year and $60M in second year of the strategy

• Process cycle time reduced by 49 percent

• Quality the highest at start-up of any new product introduction

• Acquisition integration completed successfully six months ahead of schedule

• Implementation completed within one year

• Cycle time reduced from 15 to 2 days

• Span of control for managers increased from 1:10 to 1:80 people

• Twenty-two departments consolidated to three

• The cost of quality (scrap, rework) reduced from 8.6 percent of sales to 3.4 percent

HOW DOES IT WORK?

The term Whole-Scale describes “wholeness on any scale, as long as it is a microcosm.” The power of the microcosm is that it allows stakeholders to see the whole system and work the whole system regardless of the microcosm’s size (large or small—the “scale” in Whole-Scale).¹

Although each situation differs, Whole-Scale helps organizations uncover and engage people’s knowledge, wisdom, and heart to achieve strategic business results in their changing world. During small and large group meetings, organizational microcosms create and implement real-time solutions. A Whole-Scale event often involves hundreds of people to get alignment on and breakthrough on key issues. A Whole-Scale journey often involves thousands in simultaneous and integrated change efforts for redesigning processes, structures, technology, skill development, and supporting systems.

At every moment, at least seven models simultaneously guide Whole-Scale work: (1) D´V´F>R,² (2) Action Learning Model,³ (3) Converge/Diverge⁴ for thinking about when to “go whole,” (4) any strategic planning model, (5) Star of Success systems model,⁵ (6) Data-Purpose-Plan-Evaluate project planning model, and (7) Membership-Control-Goals⁶ team formation model.

Once a clear and shared purpose for transformation exists, large group meetings often accelerate and integrate change by aligning people from across the organization. These meetings are always designed by a microcosm called an Event Planning Team. The Event Planning Team and consultants design a Whole-Scale event using a formula for change inspired by Dick Beck-hard. The formula, D´V´F>R, says that if an organization wants systemwide change, they must work with a critical mass of the organization to uncover and combine their Dissatisfaction (D) with how things are. Then they uncover and combine yearnings for the organization they truly want to be—their combined Vision of the future (V). If real change is to happen, the third design element is First steps (F), a combined picture of what people can do differently that all believe are right to achieve their vision. Simple math suggests that if D, V, or F is missing, the product is zero, and the change effort will not overcome people’s Resistance (R).

Figure 2. How We See Continuous Learning in an Organization Using Whole-Scale Processes

The DVF formula describes what an organization does to shift paradigms. If the organization uncovers and combines all three elements, everyone shifts into a new “worldview.” They take actions that transform their shared vision into shared realities. Individuals and groups can no longer comfortably keep doing what they were doing. Change has already begun.

Clients help decide which element to address first, but they need to address all three elements eventually to achieve sustainable change. The resistance to change that is inevitably present is a resource telling consultants and leaders what they need to know and where leverage exists to facilitate real change.

The Whole-Scale process is a never-ending journey, a continuing cycle of steps 1–7 (figure 2). Each intervention’s design (large or small) addresses steps 1–5. Steps 6 and 7 maintain momentum, promote a learning culture, and inform next steps to sustain the transformation.

People in organizations learn to ask the right questions and to develop a common database from which they create a shared vision. Then they agree on change goals and connect around specific actions. Following Deming’s “Plan-Do-Check-Act” cycle gives them results to evaluate. Then the process begins again, tracing an ever-deepening spiral into the mind and heart of the organization.

Figure 3 illustrates the Star of Success systems model. The Star is a practical framework that helps organizations think through systemwide change. Agreeing on what each point of the Star needs to look like ensures focus for moving successfully into the future. The five points collectively correspond to a pattern that, if repeated, leads to repeated successes.

Figure 3. The Star of Success: Guide for Designing the Change Journey

Table of Uses

Whole-Scale works in any type of system, no matter the diverse presenting issues. The following table provides a sampling:

Getting Started With Whole-Scale

The first step in using Whole-Scale processes to change an organization is to clearly define the strategic purpose of the effort. Regardless of the “presenting issue” (e.g., strategic alignment and deployment, work design, culture change, technology implementation), the leaders and the consultants must clearly define how the outcomes support the business strategy.

GUIDING PRINCIPLES

Whole-Scale works for any consultant who believes and lives the following principles:

• An organization must understand both its history and its present state to create its future.

• It is impossible for an organization to plan effectively without knowing the future it wants.

• Creating a microcosm of the whole organization enables the larger system to change in real time.

• The wisdom is in the people. When you connect people, they have all the wisdom they need to find the answers. Each person’s truth is truth.

• When you listen to the client, listen to see the world they see.

• In order to be of service to my clients, I need to love and respect them even—and especially—when I don’t agree with them.

• Whole-system solutions must focus on the interconnectedness of people, processes, and technology.

• People are more likely to support what they help to create.

Roles, Responsibilities, and Relationships

SPONSORSHIP REQUIREMENTS

It is essential to prepare senior management to function as a leadership team, capable of managing the change process. People yearn for effective leaders, and Whole-Scale processes make those leaders very visible. Leaders communicate boundaries, charter teams to work on changes, provide resources, direction, and support, and oversee implementation of the work between large-scale events. Sponsorship requires involved leaders throughout the process.

An organization’s leaders must agree to participate in creating a common database—both by speaking and by listening. The definition of leadership varies by organization: it may include union and management leaders, it may be a project steering committee, an informal group working as change leaders, or a managers’ group.

ROLE OF THE FACILITATOR

The consultant’s primary role is to guide, monitor, and evaluate the flow of the change processes. Consultants work as a team—two externally and two internally, if available. This combined team collaborates with the leadership team, ensuring they stay connected to what’s happening.

A Whole-Scale consultant needs to (1) have a strong customer focus, (2) be able to connect personal wisdom and experience with the client’s needs, and (3) partner throughout the transformation process. Whole-Scale consultants must be good strategic thinkers, apply systems thinking principles and characteristics of living systems, and be experienced process consultants. They must be able to embrace conflict and chaos and be able to stay in the situation until the organization has sorted itself out. Organisms need chaos to self-organize their solutions.

In small and large group meetings, the consultant’s job is to give clear direction to participants so that they have the conversations required to get the work done. This calls for framing that intentionally unleashes the group’s energy and wisdom toward a focused, purpose-driven conversation and then getting out of the way! Throughout these meetings, the consultant is managing complexity and working on numerous levels simultaneously. This requires a selfless ego, curiosity, a tolerance for ambiguity, a pioneer spirit, and stamina!

ROLE OF PARTICIPANTS AND OTHER ROLES

Core Team

In Whole-Scale work design, a core team is the working-level linking mechanism from kickoff through implementation. As a microcosm, they help shift the organization by bringing divergent thinking (benchmarking information, possibilities, “straw models,” and “out-of-the-box thinking” ideas) to larger groups—other microcosms of the whole system—for convergence. They learn about designing organizations; educate others; support integration of the Whole-Scale change project with other change projects; track task team work; create processes for reconciling task team work into integrated solutions; and ensure that the final design (process and organization) is integrated with the existing organization and its vision, values, and principles.

There is no one “design team” who creates the change, makes the choices. Instead, the core team explores possibilities and engages the critical mass in deciding the new ways of doing business. Sponsorship teams and core teams act as linking mechanisms.

Role of the Event-Planning Team

An event planning team (EPT) is formed to prepare for any Whole-Scale event—large or small. Its members are a microcosm of the planned meeting. The EPT serves as a diagnostic window on the organization. It develops a purpose statement and an event design. Team members provide content expertise, while the consultants provide process expertise. EPT members participate in the event; they join the leaders and consultants in reading evaluations at the end of each day and decide any changes in the next day’s design. By their nature, an EPT exists to design a single Whole-Scale session. Each event has a unique EPT.

Role of the Logistics Team

An event is somewhat like a stage drama, and the logistics “czar” is equivalent to stage manager, heading up a team of stagehands, usually one for every 50 people. They work hard, providing a smooth flow, making sure materials are available as needed. Because of the demands of their work, they do not participate in the event. They are often people from other departments or offices who want to learn more about Whole-Scale. They don’t need to be a microcosm.

Role of the Participants

People often enter a Whole-Scale process somewhat suspicious and cynical. They have experienced false starts and have lived through numerous seemingly useless change efforts. As people develop a common database, trust builds. They experience empowerment through their journey together, taking appropriate risks and becoming more self-sufficient—as individuals, as teams, and as an organization.

As events unfold, people get to know others in the organization with whom they do not typically interact. They contribute to the common database by sharing their hopes, doubts, fears, and ideas freely, listening to others, and making personal commitments to changed behavior.

Typically, participants sit at round tables of eight to ten people. Each table facilitates itself. Given a handout describing the roles of Facilitator, Recorder, and Spokesperson, each table rotates these roles, learning skills for productive meetings and engaging every voice in difficult, complex conversations.

Conditions for Success

WHY WHOLE-SCALE WORKS

Practitioners of Whole-Scale believe that the wisdom is in the group. The methodology works because leaders who no longer want to command and control find new ways to align and engage large numbers of people with common strategic focus. It facilitates a process of divergent and convergent thinking that brings about change. It works because:

• people are hungry for information,

• it provides the connections with others that people yearn for,

• people at all organizational levels are empowered to be experts on what they do, using and sharing their expertise, and

• “each person’s truth is truth” and is part of the whole picture.

COMMON MISTAKES IN THE USE OF WHOLE-SCALE

Common mistakes include the following:

• Not having clear purpose for the transformation and for every intervention

• Seeing Whole-Scale merely as an event, rather than recognizing that each event, whether large or small, motivates long-term change

• Planning or proceeding without the wisdom of a microcosm

• Allowing the leadership of the organization (either union or management) to unilaterally overrule the decisions of a core team or event planning team

• Not building a team within a leadership group so that they are aligned and prepared to be as good as they can be

• Lifting individual processes from Whole-Scale and replicating them as components of good meetings without recognizing the flow of the entire process, thus losing the synergy of what’s possible

• Thinking only of “size” instead of focusing on robust processes for getting to one brain/one heart

• Working alone; not partnering with internals

Theoretical Base of Whole-Scale

The bases for Whole-Scale methodology are process consultation, strategy development and implementation, community building, and sociotechnical systems theory. Many of the values and principles come from the Laboratory Method of Learning developed by Ron Lippitt and others at the National Training Labs and from Eric Trist and his colleagues at the Tavistock Institute, who pioneered the Socio-Technical Systems approach to designing organizations.

Figure 4. Theoretical Basis of Whole-Scale

More recently Meg Wheatley, Myron Kellner-Rogers, and others have advanced Field Theory, Chaos Theory, and Systems Thinking; and Rick Maurer has reframed resistance in a way that is also very helpful. Figure 4 illustrates how the various elements of Whole-Scale draw from a broad spectrum of research and practice. The figure contains some, but not all, of the theoretical underpinnings of Whole-Scale.

Sustaining the Results

Four principles help sustain the implementation of changes that begin in large-scale meetings:

KEEPING THE SYSTEM WHOLE

In Whole-Scale events, the group remains whole because the microcosms in the room develop a shared picture of the present, the future they yearn to create, and actions to move forward. Once an event ends, the common picture begins to fragment. People return to their “silos,” new information emerges, people leave, and new ones arrive. Staying whole in thinking becomes the organization’s challenge over time.

Practical approaches to staying whole are: publishing the results and commitments made, creating cross-functional teams to carry out change initiatives, and setting dates to get back together so people can learn from their experiences and decide on next steps. People need opportunities to share their struggles, celebrate their successes, and regularly reconnect to the common database.

ENGAGING AS MANY MICROCOSMS AS POSSIBLE

Sustaining momentum requires re-creating key elements of the large group meeting on a day-to-day basis. As the organization moves forward, it must continue bringing together groups representing the diverse functions, disciplines, levels, and options existing in the organization. New microcosms have to be engaged, such as action teams and implementation teams. Microcosms can convene in large group meetings, checkpoints, deep dives (a series of focused, one-half to one-day meetings, each tackling a specific topic), and reunions. As more people engage in more microcosms, two things happen: (1) you move faster and (2) sustain and create new change energy.

BUILDING TOWARD CRITICAL MASS

Throughout any Whole-Scale change process, microcosms of the organizational activities create a hologram of the system working together as a whole. The organization must continually expand the circle of involvement. When a critical mass of different microcosms experiences the paradigm shift experienced by event participants, systems change becomes continuous. Constantly expanding sets of microcosms carry the energy to support change.

KEEPING THE FLAME OF CHANGE BURNING

Energy for sustaining change comes from meaning, hope, and power. Meaning comes from people knowing and seeing themselves in the purpose, direction, and plans for the organization.

Hope comes from knowing that the organization is succeeding in its change efforts, applying its learning as it changes, and achieving demonstrable results. Hope remains alive through measuring the outcomes of change efforts, monitoring and communicating results, and keeping the system whole.

Power comes from actively engaging a critical mass of the organization in the change efforts. Empowering more people instills the capacity in individuals to sustain the change process. Power comes from exercising the ability to influence. Sustaining momentum ensures that people feel powerful about the things that matter to them. Power comes from people knowing that they have impact and can make change happen.

Burning Question

How do you imagine what the journey needs to be when you haven’t begun and things are going to change so much? This is a great question because it captures both the complexity and the self-organizing nature of living systems. We begin by working with the clients to identify their purpose and outcomes. Our conversations loosely follow the D´V´F>R flow described earlier to unleash and combine the leaders’ yearnings and the organizations’ needs and desires. The clients’ purpose is their combined responses to, “When you look into the future, what do you yearn to see?”

Road maps (or a good consulting project plan) capture the journey that the client needs to take and provides a moment of comfort that the change will happen. The change road map is initially crafted based on conversations about the desired results from the clients’ purpose and their situation:

1. Speed—how fast do they need to move?

2. How complex is the change?

3. How much risk is associated with the change? If it is a high-risk culture, any misstep creates too much distrust. In a high-risk situation, planning might be a month out.

4. What’s the minimum critical transformation work to achieve the desired outcomes?

With the transformation purpose and desired results as the strategic beacon, these four factors shape a logically structured path to proceed. Action learning checkpoints inform the system about “what are we learning and now what?”

The road map represents a best guess about what the process needs to look like. It combines the process consultant’s wisdom with the journey the clients believe they need to take and the work they believe they need to accomplish. Any good process makes midcourse corrections; that is why we call it action research and action learning … it happens consciously and in real time!

Some Final Comments

We are often asked to compare Whole-Scale with other methods of change. The truth is that the approaches are more alike than they are different. Many grow out of the same history, philosophies, and values. We say, “Learn all of them and then create your own—the one that fits you and/or a particular client. We each invented our particular passion in exactly that way. Our clients taught us and shaped our processes, for which we are very grateful!”

About the Authors

Sylvia L. James ([email protected]), partner, Dannemiller Tyson Associates, pioneered Whole-Scale Change in aerospace in the early 1980s. Today, she works globally with complex systems to facilitate healthy change in strategy, merger integration, culture change, and organizational design. She is coauthor of books and articles and presents at conferences/workshops around the world. She is passionate about giving people both voice and ways to contribute their wisdom to the organizations and communities where they live and work.

Paul Tolchinsky ([email protected]) has been consulting to major companies around the world for 30 years. Paul’s focus is on accelerating the rate of change. A pioneer in Large Group Interventions and whole-system thinking, his expertise is designing organizations and Whole-Scale change. Internationally known as a developer of Whole-Scale approaches to change, Paul is author of two books and numerous articles. Featured in works by others, Paul’s passion is unleashing the potential and magic in organizations.

Where to Go for More Information

REFERENCES

Bunker, Barbara Benedict, and Billie T. Alban. Large Group Interventions: Engaging the Whole System for Rapid Change. San Francisco: Jossey-Bass, 1997.

Dannemiller Tyson Associates. Whole-Scale Change Toolkit, 3d ed. Ann Arbor, MI: Dannemiller Tyson Associates, 2005.

———. Whole-Scale Change: Unleashing the Magic in Organizations. San Francisco: Berrett-Koehler, 2000.

Dannemiller, K., S. James, and P. Tolchinsky. “Consulting that Unleashes the Spirit.” In The Flawless Consulting Fieldbook and Companion. San Francisco: Jossey-Bass, 2000.

Eggers, M., S. Kazmierski, and J. McNally. “Unleashing the Magic in Healthcare.” OD Practitioner 32, no. 4 (2000).

James, S., J. Carbone, A. Blixt, and J. McNeil. “Trust and Transformation: Integrating Two Florida Education Unions.” In The Handbook of Large Group Methods: Creating Systemic Change in Organizations and Communities, edited by B. Alban and B. Bunker. San Francisco: Jossey-Bass, 2006.

James, Sylvia, and Al Blixt. Accelerating Strategic Change: Application of the Whole-Scale Approach to Leading and Managing Change. Vienna, Austria: Learnende Organisation, Institut für Systemisches Coaching und Training, January 2004.

James, Sylvia, Mary Eggers, Marsha Hughes-Rease, Roland Loup, and Bev Seiford. “Facilitating Large Group Meetings that Get Results Every Time.” In The IAF Handbook of Group Facilitation, edited by Sandy Schuman. San Francisco: Jossey-Bass, 2005.

Kaschub, W. “Employees Redesign HR.” Human Resource Professional (July/August 1997).

Pasmore, W., and Paul D. Tolchinsky. “Doing It Right from the Start.” The Journal for Quality and Participation (December 1989).

Tolchinsky, P. “Still on a Winning Streak.” Workforce (September 1997).

Tolchinsky, P., and M. Johnson. “A Redesign in the Central Intelligence Agency.” The Journal for Quality and Participation (March/April 1999): 31–35. Association for Quality and Participation.

Wheatley, M. Leadership and the New Science. San Francisco: Berrett-Koehler, 1992.

ORGANIZATIONS

Dannemiller Tyson Associates—www.dannemillertyson.com

Performance Development Associates—www.pdassociates.com

This chapter is dedicated to Kathleen D. Dannemiller, who passed away in December 2003. Kathie coauthored with us the Whole-Scale Change chapter in the first edition of The Change Handbook. Kathie’s spirit, values, and messages are carried forward in this chapter.

1. Dannemiller Tyson Associates, Whole-Scale Change: Unleashing the Magic in Organizations (San Francisco: Berrett-Koehler, 2000).

2. Inspired by Walt Gleicher and Dick Beckhard.

3. Dannemiller Tyson Associates, Whole-Scale Change, 12–13.

4. Created by Paul Tolchinsky, adapted from the work of Paul R. Lawrence and J. W. Lorsch, Organization and Environment: Managing Differentiation and Integration (Cambridge: Harvard Business School Classics, 1986).

5. Created by Allen Gates, partner, Dannemiller Tyson Associates.

6. Adapted from the thinking of Jack Gibb.