1. Creating Organizational Change
You Can Live With
Mary Eggers
Partner
Dannemiller Tyson Associates
Al Blixt
Partner
Dannemiller Tyson Associates
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Session Purpose
To understand what it takes to make change happen in our organizations in a way that achieves our desired goals as rapidly as possible without burning out our people.
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3. Session Learning Outcomes
Understanding of:
Whole-Scale® Change Methodology
Kinds of System Change
Why Change Efforts Fail
What Accelerates Change
Ideas You Can Use Tomorrow
Whole-Scale is a registered trademark of Dannemiller Tyson Associates
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Whole-Scale Change
What is it?
How is it different?
What makes it so powerful?
Over the last twenty years we have evolved the Whole-Scale™ approach to change based on our study of systems theory through the work of Margaret Wheatley in Leadership And The New Science and Fritjof Capra in The Web Of Life. The models, tools and processes that make up Whole-Scale™ are robust enough to be applied to a wide variety of organization and community challenges in a way that involves and aligns the entire organization in a positive direction for change.
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5. Copyright Dannemiller Tyson Associates 2007
Whole-Scale® Change
An approach to organization change that provides theories, models, tools and processes that support engaging whole systems in positive change.
Over the last twenty years we have evolved the Whole-Scale™ approach to change based on our study of systems theory through the work of Margaret Wheatley in Leadership And The New Science and Fritjof Capra in The Web Of Life. The models, tools and processes that make up Whole-Scale™ are robust enough to be applied to a wide variety of organization and community challenges in a way that involves and aligns the entire organization in a positive direction for change.
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Whole-Scale® Change
Traditional Change
Leader driven and managed
Low involvement
Often not connected to strategy
Often not coordinated with other change initiatives
Does not consider impact on people and systems
Focused on content rather than process of change
Whole-Scale Change
Guided by aligned leadership
High involvement
Driven by strategic goals and objectives
Coordinated with other change initiatives
Taps wisdom of people to support the change
Focus on change process to achieve goals
Over the last twenty years we have evolved the Whole-Scale™ approach to change based on our study of systems theory through the work of Margaret Wheatley in Leadership And The New Science and Fritjof Capra in The Web Of Life. The models, tools and processes that make up Whole-Scale™ are robust enough to be applied to a wide variety of organization and community challenges in a way that involves and aligns the entire organization in a positive direction for change.
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Whole-Scale Change
The Power of Whole-Scale
Practical, Proven and Flexible System
Theories, Models, Tools and Processes
Engaging the Whole System
Accelerates Strategic Change
Over the last twenty years we have evolved the Whole-Scale™ approach to change based on our study of systems theory through the work of Margaret Wheatley in Leadership And The New Science and Fritjof Capra in The Web Of Life. The models, tools and processes that make up Whole-Scale™ are robust enough to be applied to a wide variety of organization and community challenges in a way that involves and aligns the entire organization in a positive direction for change.
Copyright Dannemiller Tyson Associates 2007

8. Kinds of System Change #1: Mission Change #2: Process Change
#3: Structure Change
#4: Culture Change
Change Enablers
Every engagement is different and Whole-Scale™ brings a practical and flexible approach to engaging your whole organization and responds both to the immediate convening issues and your long-term goals.
Continuous Improvement
Capacity Building
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#1: Mission Change
New Purpose
New Business Model
Requires Process, Structure and Culture Change
Example: United Way of America
Every engagement is different and Whole-Scale™ brings a practical and flexible approach to engaging your whole organization and responds both to the immediate convening issues and your long-term goals.
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#2: Process Change
New Ways of Working
Requires Structure and Culture Change
Example: U.S. Air Force
Example: Covenant Healthcare
Every engagement is different and Whole-Scale™ brings a practical and flexible approach to engaging your whole organization and responds both to the immediate convening issues and your long-term goals.
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#3: Structural Change
Organization Redesign
Often Driven by Process Change
Often The Result of Merger/Acquisition
Example: Best Friends Animal Society
Every engagement is different and Whole-Scale™ brings a practical and flexible approach to engaging your whole organization and responds both to the immediate convening issues and your long-term goals.
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#4: Culture Change
Focus On Values & Behavior
Most Powerful Source of Resistance
Usually Linked with Other Changes
Example: Ferranti-Packard, Ltd.
Every engagement is different and Whole-Scale™ brings a practical and flexible approach to engaging your whole organization and responds both to the immediate convening issues and your long-term goals.
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13. Change Enabler: Continuous Improvement
Follows Transformational Change
A Form of Cultural Change
Helps Avoid Disruptive Change
Local or System Impact
Example: Six Sigma
Every engagement is different and Whole-Scale™ brings a practical and flexible approach to engaging your whole organization and responds both to the immediate convening issues and your long-term goals.
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Change Enabler: Capacity Building
Foundational to all Change
Example: Leadership Development
Example: Team Building
Example: Skills Training
Every engagement is different and Whole-Scale™ brings a practical and flexible approach to engaging your whole organization and responds both to the immediate convening issues and your long-term goals.
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15. Why Change Efforts Fail
No Compelling Case for Change
Leadership Not Engaged
Organization Not Engaged
Lack of Clear Change Roadmap
Lack of Resources
System Overload/Change Fatigue
Lack of Accountability
Lack of Change Infrastructure
Through the use of microcosm teams (teams that represent a DNA slice of the organization or community) we are able to keep our finger on the pulse of the whole system. The importance of this is critical as changes in one part of a system always impact, either negatively or positively, other parts of the system. Through the use of microcosm teams and large group meetings, which are used to accelerate the speed of the change effort, we are able to honor all of the voices thereby addressing the resistance to change.
By building a common database, where everyone knows what everyone else knows, we are able to stay focus on the desired results of the change effort.
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16. What Accelerates Change?
Shared Strategy/Purpose
Leadership
Microcosms
Critical Mass
Roadmap/Process
Infrastructure
Sustaining Momentum
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17. Whole-Scale Tools Theory D x V x F > R Strategic Planning Model
Star of Success
Application
Microcosms
Converge/Diverge
Change Journey Roadmap
Whole-Scale is a registered trademark of Dannemiller Tyson Associates
Over the last twenty years we have evolved the Whole-Scale™ approach to change based on our study of systems theory through the work of Margaret Wheatley in Leadership And The New Science and Fritjof Capra in The Web Of Life. The models, tools and processes that make up Whole-Scale™ are robust enough to be applied to a wide variety of organization and community challenges in a way that involves and aligns the entire organization in a positive direction for change.
Copyright Dannemiller Tyson Associates 2007

18. Whole-Scale® Change Model
D x V x F > R
D = Dissatisfaction
V = Vision
F = First Steps
R = Resistance to Change
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19. Strategic Planning Model
Environment
forces
trends
developments
Stakeholders
needs
wants
expectations
Vision, Mission Values
Strategic Goals
Strategic Objectives
Action Plans
Do It! (implementation)
Measure, Review, Learn, Continue
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The Star of Success
Strategic Direction
Shared Information
Right Functions
Pattern of Success
Right
Form
Right Resources
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Microcosms
“A team or group that is a representative sample of the levels, functions, perspectives and diversity of the system being changed.”
Diagonal Slice
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Converge - Diverge
(Keeping the System Whole)
Plan Do
Check
Act
Evaluate
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23. Leadership Team Alignment Event Reunion/Checkpoint Event
Change Journey Roadmap
Leadership Team Alignment Event
Getting Started
Small Group
Work
Event Planning Team
Event Planning Team
Small Group
Work
Organizational Alignment
Event
Special Purpose Work
Small Group
Work
Event Planning Team
Reunion/Checkpoint Event
Task Team
Work
Small Group
Work
Plan - Do - Check - Act
Leadership and Core Teams Support the Change
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Ideas You Can Use
Case for Change Connected to Strategy
Connect to Leader’s Priorities
Engage the Whole System thru Microcosms
Communicate the Plan and Progress
Utilize Existing Infrastructure
Create New Support Teams as Needed
Connect Results to Reward System
Reconnect the Whole System Periodically
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To Learn More:
Whole-Scale Change: Unleashing the Magic
in Organizations
Whole-Scale Change Toolkit
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