Professional Documents
Culture Documents
Change formula:
David Gleicher (1960s) Richard Beckhard (1970s)
Kathie Dannemiller (1980s).
D = Dissatisfaction with how things are now;
V = Vision of what is possible;
F = First, concrete steps that can be taken towards
the vision;
Must be greater than
R = Resistance.
Management cybernetics
Viable System Model
POSIWID
Fred Emery and Merrelyn Emery
Participative Design Workshop (1971)
Design Principle 1
Redundancy of parts
Design Principle 2
Redundancy of functions
Six criteria
1. Elbow room for decision making.
2. Opportunities for continuous
on-the-job learning.
3. Sufficient variety.
4. Mutual support and respect.
5. Meaningfulness.
6. A desirable future, not a dead end.
Read more
Participative systemic change methods
1985
Large Group Interactive Process
Ford Motor Company
Real Time Strategic Change (Robert W. Jake
Jacobs), aka Whole-Scale (Dannemiller Tyson
Associates)
Future Search
Marvin Weisbord, Sandra Janoff
Precursor: Search Conferences (Emery & Trist,
1960)
Open Space Technology
Harrison Owen
Liberian tribal gathering
Third Annual Symposium on Organization
Transformation
Download Creating collaborative gatherings using
large group interventions, by Jack Martin Leith
Shareholder value
4D model (1990).
Social constructionism: Reality is
socially constructed. Organisations
are created, maintained and changed
by conversations.
See Wikipedia.
The strategy for an alternative future is to
focus on ways a shift in conversation can
shift the context and thereby create an
intentional future.
Source: Civic Engagement and the
Restoration of Community: Changing the
Nature of the Conversation, by Peter Block.
The design sector: Pentagram
Founded in 1972.
Worlds largest independent design consultancy.
Multi-disciplinary.
Flat: 21 partners (a group of friends) + designers & architects.
No CEO, CFO or board.
Equal ownership.
Equal pay for partners.
Equal participation and control
of the groups destiny.
Renewal: 1st 2nd 3rd
generation partners.
Source: Wikipedia.
Business process reengineering
Michael Hammer,
Reengineering Work:
Don't Automate,
Obliterate, in Harvard
Business Review, 1990.
Michael Hammer and
James Champy.
Reengineering the
Corporation:
Manifesto for Business
Revolution, 1993.
World Wide Web
Tim Berners-Lee, 1989.
Internal communications
How to choose a leadership pattern, by Robert Tannenbaum The Fifth Discipline Fieldbook: Strategies for Building a
and Warren H. Schmidt, in Harvard Business Review (1958) Learning Organization, by Peter Senge, Art Kleiner, Charlotte
Roberts, Rick Ross and Bryan J. Smith (1994)
Leadership
The executives trinitymanagement, leadership and command, by Stephen Bungay, Director, Ashridge
Strategic Management Centre
Coaching
GROW model:
Timothy Galwey: Inner Game
Sir John Whitmore
Alan Fine
Graham Alexander (1980s)
NLP coaching.
Gestalt coaching.
Systemic coaching.
Narrative coaching.
Somatic coaching.
Action learning
Reg Revans.
Genesis: 1950s.
Widespread: 1990s.
Director of education, National Coal Board.
Collaborators: E. F. Schumacher and Eric Trist.
Revans Academy, Manchester Business School.
Read more on Wikipedia
Organisational culture
Read more: How (and Why) SpaceX Will Colonize Mars, by Tim Urban, Wait But Why, from his
interview with Elon Musk.
John Kotter
How world is seen Gods work Machine Network System Web of life
Holacracy
Lead Link A Role that holds the Purpose of the overall Circle. The Lead Link is
responsible for assigning people to Roles that have been created through
Governance Meetings. The Lead Link also allocates resources and defines
Priorities, Strategies, and Metrics within the Circle.
Rep Link An elected Role used to represent the interests of a sub-Circle to its
super-Circle. Also note that the Lead Link of a Circle may not serve as the
Rep Link of that Circle. Rep Links allow Tensions from the sub-Circle to be
processed by the super-Circle when the issue seems to extend beyond the
sub-Circles current authority.
Secretary An elected Role with the Purpose of aligning Circle Governance and
operations with the Constitution through maintaining Circle records,
scheduling meetings, and interpreting Governance upon request. The
Secretary works actively and collaboratively with the Facilitator during
Governance and Tactical Meetings.
M I S S I O N L A U N C H F A C I L I TY