Properties of circles

[BJ Peters]

Peggy-- This is a wonderfully succinct, clear message about the
difference between traditional approaches and open space technology
that I've read. It reminds me of the wonderful graphics that Dave
Potter put together years ago describing the differences between AI and
traditional approaches.

I see this piece you wrote as a potential base for a journal article.

Thanks for sharing! --BJ

BJ Peters
bjp1 at cox.net
602.279.4805

"Inviting you to create opportunities each day to practice peace,
truth, justice and compassion."

On Sunday, February 15, 2004, at 11:49 AM, Peggy Holman wrote:

>> I recently met with a potential client who asked me a question I
>> suspect
>> many of us get asked:
>>
>> "I don't understand why I need to involve everyone in my organization
>> in
>> making this change happen.  Why doesn't a cascade from sr. management
>> down
>> do the trick?"
>>
>> Naturally, the clear, crisp response didn't come to me until after the
>> meeting, but I wanted to share it because I think its the most
>> effective
> way
>> I've ever explained this and would love to know what others think.
>>
>> Here it is:
>>
>> You asked me a question about using a cascade strategy for change
>> when we
>> met.  Here are some
>> thoughts on this subject.
>>
>> The cascade (i.e., the triangle you drew with senior managers, middle
>> managers, staff) strategy can work; I have successfully used it.  In
>> fact,
>> until about 5-8 years ago, I would have said it was the best known
>> way to
>> achieve change across an organization.  What has happened in the past
>> 5-8
>> years is an understanding of new ways of changing organizations that
>> are
>> faster, cheaper, and have a greater chance of success.  These
>> approaches
> are
>> based upon high participation.
>>
>> If the cascade is characterized by the triangle, high participation is
>> characterized by a circle.  The visual image is useful because it
>> speaks
> to
>> "the catch" in high participation change.  The circle has no point
>> where
>> everything comes together.  It starts with and builds a very
>> different set
>> of beliefs about power and control in organizations.
>>
>> An example: in the triangle model, vision is the primary
>> responsibility of
>> senior management.  They articulate vision and share it with the rest
>> of
> the
>> organization, who look for how they fit in.  In the circle model,
>> senior
>> management creates an environment that invites the rest of the
> organization
>> into the work of creating shared vision.  It is created with the
>> benefit
> of
>> many diverse perspectives and experiences, incorporating insights and
> ideas
>> that are not usually visible to senior managers.  As a result, people
>> see
>> themselves in the vision sooner and begin to integrate it into their
>> work
>> immediately.  This difference means change happens faster, is cheaper
>> to
> do
>> and is less risky in terms of achieving the desired results.
>>
>> But -- and this is a BIG but -- the shift in power and control
>> implied in
>> this example is quite profound.  It can be a huge leap of faith for
>> senior
>> managers unfamiliar with the idea of sharing power.  This often means
>> that
>> organizations opt for a cascade approach even though it is slower and
>> costlier because the roles are much more familiar.  Ultimately, I
>> believe
>> the choice depends on the type of organization you wish to create.
>>
>> I hope this gives you a useful perspective on this critical question
>> as
> you
>> shape the future of the your organization.  My hope for you is that
>> you
>> create a place that allows the maximum use of the talent and
>> creativity of
>> the people who are part of your work.

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