Applying large-group interaction methods in the planning and implementation of major change efforts

Public policy makers, planners, and managers are increasingly relying on wh at 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 implem enting major change efforts. These methods are structured processes for eng aging large numbers of people to: (1) enhance the amount of relevant inform ation brought to bear on a problem; (2) build commitment to problem definit ions and solutions; (3) fuse planning and implementation; and (4) shorten t he amount of time needed to conceive and execute major policies, programs, services, or projects. Proponents of such methods claim that they provide s ets of concepts, procedures, and fools that can help public and nonprofit o rganizations and communities deal effectively with change. On the other han d, a number of boundary conditions surround the successful use of the metho ds. The authors compare and contrast seven approaches most frequently used in the public sector in the United States and abroad (i.e., Real Time Strat egic Change, Search Conferences, Future Searches, Strategic Options Develop ment 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.