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Real Time Strategic Change

Brief Description:

Real Time Strategic Change (RTSC) is a highly participative, structured and organised process for involving members of an organisation in planning and affecting change.

Description:

Participants in RTSC interact with the group that has presented a proposal for the future in an exchange of opinions. The proposals are analysed and any new strategies are revised and/or formulated.

During the event people sit in circular tables and each table works on the same issues while having their own discussions. However, the event is designed so that feedback is shared publicly at frequent intervals. Voting is used to achieve a whole consensus and there are some similar mechanisms within groups or departments. There is also frequent moving from different types of work to ensure participants talk to other people at the event; from small groups, whole room work, voting and flipchart marking.


Used For:

The uses of Real Time Strategic Change can vary greatly, from creating a new strategic direction to determining a whole new organisational structure. It can be used to gain feedback from the organisation behind a vision as well as to plan to make that a reality.

Suitable participants:

Suitable participants are for groups between 100 and 2,500, although some events have included larger numbers.

Cost:

Medium/High

The costs for organising and hosting such a large event can be high.


Time Requirements:

Such a large group conference requires thorough planning. The scale and complexity of the event requires plenty of time. In addition to this, an internal planning team is needed that will be involved strongly in design and preparation of the event.

When To Use / What It Can Deliver:

  • If there is already a clear idea in place and management is open to revisions and feedback.
  • If the organisation want to make an important strategic decision(s).
  • If management want to improve communication within the organisation or company.

When Not To Use / What It Cannot Deliver:

  • If management is not open to give or accept honest feedback.
  • If management is not ready to respond quickly to feedback from the outside.
  • If the organisation does not have, or is not willing, to invest the amount of money and time needed to host the event.

Strengths:

  • The atmosphere can be passionate and fun.
  • Participants feel empowered and relieved.

Weaknesses:

  • Can appear confusing due to large numbers.
  • Time consuming.
  • Requires trained moderators.

Origin:

There are different, and similar, origins of RTSC but one important development was made by Catherine Dannemiller and Robert Jacobs in the 1980's. They were asked by Ford car company to train middle managers to be more proactive. After initially rejecting the contract they made a proposal to take 300 managers from 3 different levels in an offsite location for a week. From this they developed the idea of RTSC by writing, training and promoting it around the globe.

Case Studies:


Related Methods


Restrictions In Use


None

Further Information

For further information, please see:

http://www.thewholeworks.org.uk/strategic-organisation-development/strategic-change

and

http://www.bredemeyerandfriends.de/29.html

Popular Methods
21st Century Town Meeting
Citizens Jury
Deliberative Polling
Open Space
Participatory Appraisal
Participatory Budgeting
Webcasting