A presentation for a two day training workshop, about working on important issues with the whole system of stakeholders. Connecting theory from the Logic of Feeling and Theory U to practice in large scale intervention (LSI) processes. The principles of LSI can be very well connected to the four stages of development as shown by Otto Scharmer in his Theory U.

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ÖGGO Training workshop
Anticipating the future with the whole system
Co-creating new structures for collaboration
Dr. Tonnie van der Zouwen MCM
23-24 October 2014
University of Applied Sciences

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Part 1
Philosophy Training Workshop

3. Motto
“The best chefs cook with the principles and
get inspired by the recipes”
(Top chef Escoffier)

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Objectives
Knowing when and how to involve stakeholders
for whole system change
Reflect on the principles of Large Scale
Interventions
Experience working elements for anticipating the
future
Discover new possibilities for your own practice

5. Training process is similar to whole
system change processes
As seen from Large
Scale Interventions
As seen from Theory U

6. Focus on ourselves: our inner world,
connecting with our feelings and sense
of purpose
Tuning in to other people: empathizing,
building connected relationships
Understanding the large world: the way
systems interact and create webs of
interdependence
Triple Focus in growing awareness

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The error of a top-down approach
“I have shared my vision, so now we have a shared vision”
Cartoon by Mark de Koning

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Alternative: Participative approach
Working interactively to build a shared vision on the system,
looking for common ground for action
Cartoon by Mark de Koning

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1. Behavioural, hands-on:
Addressing behaviour directly (as in training,
therapy, education, rules and prescriptions)
2. Structural, hands-off:
Provide structures and settings that invite
people to self manage new behaviour (as in
Large Group Interventions)
Two philosophies of facilitation

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A different view on organisations
THE ORGANISATION AS DESIGNED

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Part 2
Large Scale Interventions (LSI)
as approach
for anticipating the future
with the whole system

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What is LSI?
Large Scale Interventions (LSI) form a participative
approach for change with the whole system.
On one or more occasions the whole system is invited
into one room to work on strategic issues.
The task/issue determines what the system is: Who do
you need for successful change?
LSI comprises a whole family of methods for working
with the whole system in the room, such as Open
Space, the World Café, Future Search, Search
Conference, and Whole Scale Change.

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Four basic principles of LSI
1. Systems Thinking:
Things are connected in time and space, change in part of
the system will influence the whole system
2. Participation of stakeholders:
Active participation and self-management enhance
commitment to change and learning
3. Action learning:
Not separating thinking and doing in time, or in roles of
participants, facilitates real time change
4. Understanding the whole (sensemaking)
When participants find common ground, by sharing views
and experiences, it is possible to move forward; focus is
on future possibilities, not on past problems

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The 4 principles produce a web of success factors

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Different names for LSI:
Whole Scale Change®
Whole Systems Change
Whole Systems Working
Large Scale Change
Large Group Interventions
Collectief organiseren
Groß-Gruppen Arbeit

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Large Group Intervention methods
Best known methods for working with large groups:
Future Search
Search Conference
Open Space
World Café
Real Time Strategic Change (Whole Scale Change)
Related methods: Appreciative Inquiry, Team Syntegrity,
Gaming
See the Change Handbook (Holman & Devane), the
toolbox LGI methods, Whole Scale Change Tool Book
(Dannemiller)

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Change strategies and development of
change capacity in the system
Strategy: Tell Sell Test Consult Co-create
What
leaders do:
Demand
compliance
Seek
buy-in
Invite
response
Request
assistance
Collaborate
Develop-
ment of
change
capacity
Very low Low Little Limited High
Level
Theory U
Level 1.0
Unilateral
Level 2.0
Bilataral
Level 3.0
Multilevel
Level 4.0
Generative
Large Scale Intervention approach

19. Nothing so practical as a good theory
(Kurt Lewin)
The Logic of Feeling
(Arnold Cornelis)

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Theory: The Logic of Feeling
Honours complexity and layerdness of our reality
Role of time
Show dynamic relationships
Both informal aspects (power, relationships, features of
individuals) and forma aspects (structures, procedures)
Central role of feelings
Framework for interventions for development and
meaningful change

21. Time
Development of
Capacities
Grief
Anger
Fear
Safety
Justice
Acknowledgement
Informal
capacities
Formal
capacities
Communicative
capacities
Stored in: Structures,
rules, procedures,
functions, management
systems
Stored in:
Symbols, traditions,
stories, rituals, styles
Stored in:
Images for
the future
Natural System
Internal steering by
will
Social System of rules
External steering by
discipline
Communicative self-
steering System
Self-steering in
communication
The Logic of Feeling, model for
development of a living system
Our feeling makes us aware of the
character of new experiences
Knowledge System
Driving force

22. Urge to
develop
Development of
capacities
Rules, norms,
structures
Evaluation in
communication
+ -
Changes in
environment
+
Communicative
self-steering System
New learning
processes
+ +
+
Development of
capacities
Rules, norms,
structures
+
Social System of
rules
-
The Logic of Feeling:
Dynamic representation of the three systems
Urge to
develop
Development of
capacities
+
Influence on
environment
+
Natural
System
Capacities in
environment
+
+

23. Time
Development of
collective learning
in a system
Phase 1: Zero-order collective learning:
- Only individuals learn
- Implicit rules, mostly tacit
- Internal steering by will
Phase 2: First-order collective learning:
- Collective learning of explicit
procedures and rules
- External steering by discipline
Phase 3: Second-order
collective learning:
- Collective learning of
principles behind the rules
- Testing against goals
- Continuous collective learning
Depression
Collective communication
is invited, but it does not
lead to readjustment
Disorientation:
Lack of a guiding vision for
the future leads to frequent
changes in strategy
Growth fixation
Doing without
thinking
Stagnation
No development
Chaos
No explicit
agreements for
cooperation
Bureaucracy
Too many rules and
norms cause inflexibility
Emancipation
Disciplining
Burn-out
Aggression
Obstacles
Learning phases
Natural System
Internal steering by
will
Social System of rules
External steering by
discipline
Communicative self-
steering System
Self-steering in
communication
Sustainable change:
Ongoing collective learning

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Important notions Logic of Feeling
Development of layers is sequential, you first learn to crawl
and then to walk
For a new layer ripens in the last layer
For a new layer in a system to unfold it has to be ripe
enough
All three layers continue to exist and are equally important

25. Roles and tasks of a consultant
Time
Roles and
tasks of a
consultant
Central authority
ObserverEducator
Development and
improvement of
procedures and practices
ExpertAdvisor
Facilitate building of
shared views, invite new
insights
Methodologist
Help to develop new
perspectives and strategies
in co-production with client
Coproducer
Facilitator
Coach
Natural System
Internal steering by
will
Social System of rules
External steering by
discipline
Communicative self-
steering System
Self-steering in
communication
Knowledge System
Driving force
Midwife

26. Time
Development
of views
- Energetic processes
- Facts
- Thruth
- Who am I?
- Several social realities
- Possibilities
- Politics
- Justice
- What am I doing?
- Integration of facts and
possibilities
- Evaluation based on values
- Freedom
- How do I think, steer myself?
- Can be falsified
- Objectivity is central:
right or false observation
- Is context bound
- Methodology is central:
right or wrong method
- Positivism
- Physiocentric
- Social constructivism
- Sociocentric
- Integration through
communicative
self steering
- Anthropocentric
- Has an intention and a meaning
- Goals are central:
matching a goal or not
Reality Knowledge Science
20th Century18th Century
Quality control over
observations by disciplines
Quality of observations
judged by authority
Natural System
Internal steering by
will
Social System of rules
External steering by
discipline
Communicative self-
steering System
Self-steering in
communication
Knowledge System
Driving force
Quality control over observations
by communication about
meaning
Development of world views

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Part 3
Steps in an LSI process

28. Architecture of an LSI process, a mixture
of small and large group meetings
(example)

29. Leadership alignment
Determine space for participation of stakeholders
Determine scope
Form a planning/design team, a micro cosmos of
the system
Workshops about principles of LSI
Start LSI process

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Role facilitator
Provide approach, methods and work forms
Facilitate meetings and conferences
Facilitate development of powerful questions
(Prepare overviews with summaries of data)
Invite stakeholders to participate and contribute
Stimulate focus on the larger process, not on
events

31. Get the whole system in the room
Define the whole system. Who ARE – IN? A
group that has within various people with:
A = Authority to act
R = Resources, such as contacts, time, or
money
E = Expertise in the issues to be
considered
I = Information about the topic that no
others have
N = Need to be involved because they
will be affected by the outcome and
can speak to the consequences

32. Control what you can, let go what you
can’t
Forget about being able to control
behavior of people
• Exercise maximum control before
the meeting, on structure and
conditions
• Exercise minimum control during
the meeting, just keep the space
open for everyone who wants to
contribute

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Role design team
Data gathering
Purpose and direction
Planning of work processes
Evaluation and follow-up

34. Planning group meeting
Exploring the whole with timelines

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Role formal leaders
(Co)Setting the goals
Being clear about the playing field: What is
decided upon, what is the space for co-
creation?
Showing commitment to this approach, taking
the contributions of stakeholders seriously
Provide time and resources
Making final decisions and supporting follow up

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Five examples of LSI processes
for co-creation

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1. Seen, Heard, Known in higher education
For development of a professional learning community
http://youtu.be/lqI9xxkzS7Q

38. 2. University: Discussing priorities for
organisational development

39. Stakeholders:
Professors, teachers, managers, service employees,
students, board members

40. 3. Local social care: simulation of client
procedures

41. Stakeholders:
Local government, clients, healthcare organizations,
volunteer workers, food suppliers

42. 4. Twenty four primary schools:
involving parents in school
development

43. Stakeholders:
Parents, teachers, directors, board members

44. 5. Action research workplace
Parent support project local community
Diversity of stakeholders Clients share their
stories and ideas

45. Stakeholders:
Clients, Workers, Researchers, Teachers, Students
Stakeholders do their
own data gathering and
analyses
and draw their own
conclusions

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Part 4
Connections with Theory U

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U-process for systems

48. Understanding the whole: The Iceberg Model
A surface of symptoms and structural disconnects (bubbles) below it
Four levels of growing awareness with corresponding economies
From the book ‘Leading From The Emerging Future: From Ego-System to Eco-System Economies’
by Otto Scharmer and Katrin Kaufer, 2013

49. Levels in transformation
Stage Health Schools Teacher
1.0 Traditional
Awareness
Hierarchy
Authority-and-input-
centered:
Institution driven
Authority-and input-
centered:
Teacher driven
Authority
2.0 Ego-System
Awareness:
Markets and
Competition
Outcome-centered:
Managed care-driven
Outcome-centered:
Testing driven
Expert
3.0 Stakeholder
Awareness:
Networks and
Negotiation
Patient centered:
Need-driven
pathogenis
Student-centered:
Learning-driven
Coach
4.0 Eco-System
Awareness:
Awareness-Based
Collective Action
(ABC)
Citizen-centered:
Well-being-driven
salutogenises
Entrepreneurial-
centered
Co-sensing,
presencing and co-
creating driven
Midwife

50. Principles LSI and Theory U
Principles LSI Notions Theory U
Systems thinking:
• Explore past-present-future
• Explore dynamics and trends
• Notice the context and the
opening of cracks
• Understanding the whole
Active participation of
stakeholders:
• Self-management, shifting
leadership roles
• real time working
• Invite stakeholders in a holding
space
• Letting go of old models
• Co-creation
Action learning:
• Learning by doing
• Real time working
• Learning by doing,
• Act from the now
• Practice, don’t preach
Understanding the whole,
sensemaking:
• Making a shared view of the
situation
• Looking for common ground
and new meaning with head,
heart and hands
• It is not about knowing but
about understanding
• observe, observe, observer
and let the data talk to you
• Mind, heart and hands
• Co-sensing
• 4 levels of listening

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Notice the opening of cracks

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Part 5
Evidence Based Consultancy:
Success factors and effects of LSI

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Evidence Based Consultancy
LSI is evidence based, this means:
Evidence from scientific research that the more you
can apply to the principles and success factors of LSI,
the higher the effectiveness
LSI has to be the right approach though
How do you know? Read the Practical Guide or the
Client Information Leaflet

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Research looking for evidence
When and how is LSI successful?
What does success look like?
A disturbing gap between success stories in literature and
my own experiences as a consultant and trainer of LSI
methods
Growing use and abuse of participative change approaches
for organisational change
Claim on “sustainable change” in literature, but hardly any
research done on effectiveness on the longer term
Why Client Information Leaflets for medical treatments and
financial products and not for consultancy interventions?

55. Research Model
Based on the model “The elements of an intervention” of Jac Geurts et. al. 2006
Context/Task
Effectiveness
Client
Consultant
Intervention
Methods
Large Scale
Interventions
Conceptualisation
Concepts
Relationships
Theory
Logic of feeling,
Collective learning,
Systems thinking,
Sensemaking
Sustainable change
Results in : Insights
Results in:
Insights
Selects
& steers
Fills &
deepens
Structure
&
steer
Structure
&
steer
Contribute to
Operations
Actions &
Events in LSI
trajectories
Loading
Characteristics
of the cases
Results in : Experiences

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Research design
A Naturalistic Inquiry, using multiple methods and
sources
Looking for patterns that connect rather than linear
causality
Deduction, induction and abduction

57. Success factors and effects of LSI

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Primary success factors of LSI
LSI has to be worth the effort, stakeholders need each other
for success
The system has to be ready for a participative approach,
leaders are willing to take contributions of stakeholders
seriously
Facilitators have to ‘cook with the principles’, making a good
match between situation, task and design
Getting the right people in the room, the choice of what the
system is, is crucial
Expectation management is essential to build and keep trust
Sustainable change requires follow up: Focus on the larger
change process (prolonged engagement), not on events

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Effects of LSI on the short term
Getting more and better work done
Logic of Feeling: Development of the Natural System and
Social System of Rules
Theory U: Development of levels 1.0 and 2.0
1. Better decisions and action plans
2. Commitment and energy for implementation, innovation
and learning
3. More trust

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Effects of LSI on the longer term
Sustainable change:
Logic of Feeling: Development of the Communicative Self-
steering System
Theory U: Development of level 3.0 and 4.0, from ego to eco
systems
1. Ongoing collective learning and increasing power to
change (more reflection and steering capacity)
2. More permeable boundaries: opening up the
organisation, inviting diversity, focus on how good the
system is (more unity in diversity)

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So what is LSI?
A holding space for:
 True listening with the whole system
to anticipate the future, to put flesh
on the bones of the U-process
 Co-creating new structures for
collaboration
 Action research for prototyping

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Practical guides to LSI
Book: Building an evidence based
practical guide to Large Scale
Interventions. Towards sustainable
organisational change with the whole
system
Article “Practice what you preach:
Large group conferences as member
check”
www.LargeScaleInterventions.com
www.tonnievanderzouwen.com