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Whole-Scale Change

Whole-Scale Change

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Whole-Scale Change

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  1. Whole-Scale Change a.k.a. real-time strategic planning Presenter: Seán HenryLI 850Feb 28,2003 Composite images courtesy ofhttp://www.gettyimages.com/

  2. Overview … • What is whole-scale change? • Evolution of strategic planning • The paradigm-shift formula: new assumptions, new rules • The whole-scale strategic planning model • A whole-scale success story • Whole-scale tips from a librarian Points pondered…

  3. What is Whole-Scale Change? • Create empowerment, participation, and community • Use reality as a key driver • Build and maintain a common database • Create a shared preferred future • Create change in real time Whole-scale techniques are designed for diverse profit, or non-profit organizations who need to quickly implement change events, like strategic planning. Some core whole-scale values: Cf: http://www.behavior.net/column/dannemiller/

  4. 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

  5. History of Whole-Scale Change Whole-scale change harks back to Ron and Larry Lippitt’s “Preferred Futuring” (1969), which stresses a common group vision integrating competing alternatives. In 1981, Dannemiller Tyson Associates launched Whole Scale™ to help Ford Motor Company, which sought to move its management culture from “command and control” to a more participative style. Whole Scale™ and similar methods have helped organizations plan strategically and manage change for at least two decades.

  6. The Whole-Scale Paradigm Shift Formula:DxVxF>R • D = Dissafistfaction with the status quo • V = Vision of the future • F = First steps towards change • R = Resistance to change Cited at: http://www.dannemillertyson.com/library/WholeScale_change.pdf

  7. 7 Areas Where Whole-Scale Change Can Achieve Paradigm-Shifting Results(c.f. Holman, http://www.opencirclecompany.com/EECultureChange.htm)

  8. Some New Rules for Leaderscf: http://www.dannemillertyson.com/library/new_rules.html

  9. Whole-Scale Strategic Planning Model Purpose, Mission, Principles What do we stand for? Environmental Trends,Stakeholders’ Needs(Now and Future) How to measure long-term success? Strategic Goals Strategic Thrust Basis of competition (next 3-5 yrs) Evaluate:Did we respond appropriately to stakeholders? Strategic Objectives Achievable results Evaluate:Did it achieve results? Action Plans What will we do?What resources are needed? Evaluate:Did we do it? Implement Do it! c.f.Whole-Scale Change, p. 68

  10. A Story from the Trenches:(Change Handbook, pp. 203-205) Ferranti-Packard Transformers, Ltd • Went through 4 CEOs in 3 years • Heavy anticipated FY losses • Hostile Relationships with Labor Unions • Urgent need for organizational change Bleak 1995 Outlook

  11. 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.

  12. 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

  13. Tips for Whole-Scale Change from a Librarian’s Perspective Richard M. Doughertyhttp://www.unstuck.com • Honor the past and acknowledge the present • Change occurs rapidly if staff and management are committed • Avoid “top-down” or “bottom-up” visions. • Don’t bite off more than you can chew. Prioritize initiatives! • Involve patrons in the change • Remember that change is a continuous process

  14. What we’ve discovered … • …plan strategically with environmental trends and stakeholders’ needs in mind • …change organizational culture quickly and achieve paradigm shifts • …involve staff and stakeholders actively in the planning process • …are adaptable for libraries and information agencies Whole-scale initiatives that…