Why large-scale or large groups?

The primary reasons for working with large groups or on a large scale, across the whole organisation or community are:

1. Results will be delivered faster
2. Ownership and commitment to implementation is built in
3. “There is nothing more cost effective”
   
   
   
   

1) Results will be delivered faster
Bringing everyone together in one place at one time significantly speeds up the time it takes to create anything - vision, strategy, products, understanding of an issue, ideas on solutions etc. The impact of having all the skills, knowledge and energy working together in the same moment cannot be over-estimated. It is simply not possible to achieve the same result working serially ie. moving from one department or section of the community to another in turn.

Yes, work will also be done in individual areas of the business or community, at other times. And… to accelerate the move to results, you need all of the people together - now. As the work is designed from a ‘whole system’ perspective, the impact is felt across the entire organisation or community.

This is particularly relevant when there is complexity, potential conflict and a “decision time of yesterday”: see Harrison Owen’s writings on Open Space Technology for an understanding of the conditions that particularly call for large scale work (eg. Open Space Technology – A Users Guide, Berrett Koehler).

2) Ownership and commitment to implementation is built in
You might say it’s a ‘no brainer’: when you genuinely involve people in thinking things through and deciding the way forward, they are naturally likely to be committed to implementing what’s agreed. We all really know this. Unfortunately we often act as if edicts ‘communicated’ from on high, or from ‘the centre’ will be automatically and wholeheartedly taken on board.

Two key words here: genuinely… and… wholeheartedly.

This is beyond ‘buy in’ and the pretence of agreement; beyond the kind of passive resistance that erupts in work-arounds. It is real engagement, ownership and commitment. With this strength of engagement you are working with the full potential of the spirit in practice in the organisation: the combined energy of the people, genuinely aligned and wholeheartedly committed to the agreed way forward.

New ways of working are embodied as the work progresses. Information is shared in a way that views are changed; people truly listen and learn from other perspectives; responsibility is owned and shared; links and networks across the system are created or strengthened.

Sound too good to be true? Take advantage of one of our quick trial offers and get a taste of your own.

By the way, the alignment achieved does not mean that, in some idealised sense, there will always be full agreement. The creative tensions of working with different views are clear – and valuable.

For further information and background to why things work in this way, see the vast volumes of writing on systems and complexity thinking. As Margaret Wheatley (Leadership and the New Science) says: "If we want peoples' intelligence and support, we must welcome them as co-creators. People only support what they create!"

3) “There is nothing more cost effective”
Largely due to 1) (it’s fast) and 2) (there is commitment), large scale working is highly cost effective, and much more so than longer, drawn out, cascading, formulae applied at vast expense across an organisation. Perhaps our colours are showing a little here?!… so here’s a client view:

“It was such a contrast to the work we did together with you. The others came in and did it to us. It cost an absolute fortune and everyone was demoralised - wondering when someone was going to involve them again”. (Senior Manager, UK Civil Service)

Some common myths
There are some common misapprehensions about working in a more participative way – primarily based on fears of loss of control. Please see spirit in practice.

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