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Applying Large‐Group Interaction Methods in the Planning and Implementation of Major Change Efforts
Author(s) -
Bryson John M.,
Anderson Sharon R.
Publication year - 2000
Publication title -
public administration review
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 2.721
H-Index - 139
eISSN - 1540-6210
pISSN - 0033-3352
DOI - 10.1111/0033-3352.00073
Subject(s) - strategic planning , strengths and weaknesses , space (punctuation) , public relations , process management , management science , business , computer science , knowledge management , political science , marketing , economics , philosophy , epistemology , operating system
Public policy makers, planners, and managers are increasingly relying on what might be called large‐group interaction methods to involve large numbers of people (from as few as eight to more than 2,000) in planning and implementing major change efforts. These methods are structured processes for engaging large numbers of people to: (1) enhance the amount of relevant information brought to bear on a problem; (2) build commitment to problem definitions and solutions; (3) fuse planning and implementation; and (4) shorten the amount of time needed to conceive and execute major policies, programs, services, or projects. Proponents of such methods claim that they provide sets of concepts, procedures, and tools that can help public and nonprofit organizations and communities deal effectively with change. On the other hand, a number of boundary conditions surround the successful use of the methods. The authors compare and contrast seven approaches most frequently used in the public sector in the United States and abroad (i.e., Real Time Strategic Change, Search Conferences, Future Searches, Strategic Options Development and Analysis, Strategic Choice, Technology of Participation, and Open Space Technology) to illustrate their comparative strengths and weaknesses and to develop an agenda for research.