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2021 | OriginalPaper | Chapter

5. Large-Group Interventions

As Part of a Developing Learning Infrastructure

Author : Antonie van Nistelrooij

Published in: Embracing Organisational Development and Change

Publisher: Springer International Publishing

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Abstract

Large-group interventions (LGIs) are a relatively new group of organisational change methods for involving ‘the whole system’ in a change process. As an intervention technique, LGIs are closely linked with Lewin’s action research, field theory and theory of change (Bunker and Alban 1997a; Heracleous et al. 2017; Bartunek et al. 2011d). One of their denominators is that they all ‘get the whole system in one room’ (Weisbord 1987). In recent decades, ‘these large-group methods have been used in change efforts concerning (1) changes in strategic direction, (2) acceptance and implementation of quality programmes or redesign projects, (5) changes in relationships with customers and suppliers and (6) changes in structures, policies or procedures’ (Bunker and Alban 1997b). Organising an LGI means we enable those who have a stake in the change purpose to exchange directly, face to face, their perspectives for establishing a common ground. Besides identifying a common ground, Weisbord speaks about four more activities that take place in most LGIs: reviewing the past, exploring the present, creating an ideal future scenario and making action plans (Weisbord and Janoff 1996). In the same vein, Coghlan also argues (Coghlan 1998) that the purpose of LGIs is not only to engage actors with a stake in a situation but also to promote ownership and create a commitment to act on the identified common ground and jointly developed plans.

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Footnotes
1
These tables need to be round because a circle is the only configuration that manifests equal participation—which is so central to dialogue. In round tables there is no ‘head of the table’, no place where all eyes are naturally focused (Dixon 1998, p. 101).
 
2
By its very nature a social system consists of interaction, and this means that a sequential process of action and reaction has to take place before we are able to describe any state of the system or any change of state (Lennard et al. 1960).
 
3
BOHECA” (“Bend Over HEre Comes Another”), for as we know, used for the first time in the article of Connell and Waring in a slightly different manner as ‘Bohica’ (Bend over here it come again), to be believed as a cry out loud for a sense of cynicism, which the authors define as uncertainty, doubt, scepticism and distrust towards any proposed change, or as a common usage among ‘change-weary’ employees. However, as a concept in the organizational change literature, it became well-known as ‘BOHECA’, used openly in the publication of Clegg and Walsh introduced as the words cry out loud when employees are suffering from initiative fatigue (Connell and Waring 2002; Clegg and Walsh 2004).
 
4
Bushe referrers to the ‘Heartmath Institute’ which has, according to him, some tested methods that are simple and effective, like ‘freeze frame’. The ‘emotional freedom technique’ while having much less testing behind it, is used successfully by many people. Both are easily found through Google. Techniques for centring and grounding originating in Hindu and Buddhist meditation practices are also effective (Bushe 2010).
 
5
As Bushe argues, grounding of the group is aided by some knowledge of practices that originate in the management of life energy, chi or ki as it’s known in Asia. These processes can easily be adapted to the practice of ‘grounding out’. (Bushe 2010)
 
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Metadata
Title
Large-Group Interventions
Author
Antonie van Nistelrooij
Copyright Year
2021
Publisher
Springer International Publishing
Book
Embracing Organisational Development and Change

Print ISBN: 978-3-030-51255-2

Electronic ISBN: 978-3-030-51256-9

Copyright Year: 2021

DOI
https://doi.org/10.1007/978-3-030-51256-9_5