Collaborating for Change: The Whole Systems Approach

Summary This booklet gives an overview of the Whole Systems Approach, a change strategy which creates a world of work where people and organizations thrive and produce outrageous individual and organizational results. ------------------------------------------------------------------------ Description At the highest level, the Whole Systems Approach is a model for transforming any business into a thriving organization by aligning internal systems with external forces and engaging the hearts and minds of every person. It is sustainable because the approach is used to run the business long after changes have been implemented. At this level, the Whole Systems Approach is a model for organizational effectiveness. The name itself--whole systems--goes to the core of the approach. Every necessary system within the organization is created, modified, or redesigned and then integrated and aligned. All stakeholders--employees, suppliers, and customers--are involved. The Whole Systems Approach evolved over the last 15 years as its originators worked with organizations on large scale change initiatives. With the methods developed, integrated and refined, they were able to reduce the cycle time for large-scale efforts from 7 years to 24-30 months. Improvements to this approach have been primarily achieved using innovation, full-participation strategies and technologies such as large-group conferencing. The process begins by clarifying the business imperative and reasons for change. Once the decision to proceed is made, the entire organization participates in a series of conferences involving 60 to 600 or more people, as well as interconference activities. The whole system is involved, connecting to the people and information developed during conferences, confirming the results, creating the products for the next steps and ratifying the decisions. This approach leverages the time and resource investment to build a cohesive whole. By being persistent and consistent, an organization can transform itself and acquire the competency to be “change-able”. The business now runs using the same approach it used to change. This resulting capability for rapid change with a responsible and aligned workforce is a significant competitive advantage. ------------------------------------------------------------------------ Synopsis The Collaborating for Change series offers concise, comprehensive overviews of 14 leading change strategies in a convenient, inexpensive format. Adapted from chapters in The Change Handbook, each approximately 48-page booklet is written by the originator of the change strategy or an expert practitioner, and includes * An example of the strategy in action * Tips for getting started * An outline of roles, responsibilities, and relationships * Conditions for success * Keys to sustaining results * Thought-provoking questions for discussion If you're deciding on a change strategy for your organization and you need a short, focused treatment of several alternatives to distribute to your colleagues... Or if you've decided on a change strategy and want to disseminate information about it to get everyone on board, the Collaborating for Change booklets are the ideal choice. Other titles in the Collaborating for Change series: * Appreciative Inquiry * The Conference Model * Future Search * Gemba Kaizen * Open Space Technology * The Organization Workshop * Participative Design Workshop * Preferred Futuring * Real Time Strategic Change * The Search Conference * The Strategic Forum * The Think Like a Genius Process * Whole-Scale Change * Whole Systems Approach