The document discusses whole-scale organizational change techniques which are designed to engage an organization's combined knowledge and wisdom to meet challenges through participation. Key concepts include empowering people, using reality to drive change, creating a shared vision of the future, and enabling change in real time. It provides examples of how whole-scale change has been used successfully by organizations to plan strategically and manage change. The principles and outcomes of a whole-scale intervention at a manufacturing company in the 1990s are described, demonstrating paradigm-shifting cultural and performance results.

1. Whole-Scale Organizational Change
(Real-time Strategic Planning)

2. What is Whole-Scale Change?
Whole-scale techniques are designed to
help organizations uncover and engage
the combined knowledge, wisdom, and
hearts of their people to meet the
challenge of a changing world
Some core whole-scale concepts:
 Create empowerment, participation, and
community
 Use reality as a key driver
 Create a shared preferred future
 Create change in real time
 Apply action-learning approach using
whole-scale events as accelerators
 Enable a critical mass to create a new
culture in the moment

3. 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

4. History of Whole-Scale Change
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.

5. When is it Used?
Organizations most likely to consider a Whole-Scale
Intervention are:
1. Those that want to engage everyone or nearly
everyone in re-creating their organizations
(processes and structures)
2. Those with a sense of urgency brought on by a
challenging and quickly changing environment
Whole-Scale prepares organizations for substantive
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
the organization toward the future
• Building the processes, structures, and relationships
that keep the organization moving forward

6. The Whole-Scale Paradigm Shift Formula:
DxVxF>R
 D = Dissatistfaction with the status quo
 V = Vision of the future
 F = First steps towards change
 R = Resistance to change
If an organization can combine all three elements (D, V, and F),
everyone will shift into a new worldview and sustainable change can
be achieved.

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

8. Guiding Principles
Both Consultant-and-Client believe in the following:
 An organization must understand its past and present in order
to create its future
 It is impossible for an organization to plan effectively without
knowing the future it wishes to achieve
 Having a microcosm of the whole organization together
enables the organization to change in real time, both
incrementally and in a major paradigm shift
 The wisdom is in the people, and when you connect the
people, they will have all the wisdom they need to find the
answers they need
 Solutions must focus on the interconnectedness of people,
processes and technology
 People support what they help create

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

10. 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.

11. 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

12. 7 Areas Where Whole-Scale Change Can
Achieve Paradigm-Shifting Results
(c.f. Holman, http://www.opencirclecompany.com/EECultureChange.htm)
Area Old Assumption New Assumption
Vision/Purpose Management owns Shared ownership
Contribution I just do my job What can I do?
Person They just want my Who I am matters
hands/head
Wisdom Hire an expert Among us, we have the knowledge
and skills we need or know
how to get it
Process That was a nice event, now We continually learn and change
back to the real work together
System I know my part and that's all I I understand how we fit together
need to know
Information Need to know Public: Information is all around us.

13. Some New Rules for Leaders
cf: http://www.dannemillertyson.com/library/new_rules.html
Old Rules New Rules
The leader's job is to know, and to The leader's job is to call people
serve as a final authority in important together who were once kept apart,
decisions and to find ways to uncover and
collect their wisdom.
The leader’s job is to control The leader's job is to ask questions
everything: people, information, risk, and facilitate conversations at ALL
the future. levels of the organization.
The leader's job is to drive and The leader's job is to build and
monitor organization performance by sustain high performance by
focusing on what is going wrong, appreciating when people do things
and punishing mistakes right-especially when they act with
courage, integrity, and accountability.