Key Success Factors of Large Group Interventions

1 Chapter 1 Introduction Large group interventions (LGIs) are used for organizational and community development involving the whole system, internal and external, in the change process (Bunker & Alban, 1997, p. xv). They are “collaborative inquiries into organizational systems, practices, and processes that are designed to create alignment around strategic direction and system-wide issues” (Griffin & Purser, 2008, p. 261). LGIs are the fastest growing and most popular organization development interventions among organization development practices for rapid change (Griffin & Purser, 2008). As the field of organization development focuses on systemic Whole-scale Change, the importance of LGIs will increase (Garcia, 2007). The wide base of descriptive case studies suggests that LGIs can shorten decision-making cycle times, generate creative strategies, and build commitment to actions (Cummings & Worley, 2005). Each author of an LGI presents several key success factors of the process of leading a large group of people to develop alignment, commitment, and empowerment in solutions or initiatives around complex issues. Purpose, number of participants, context, culture, and facilitator style are the variables that mostly influence the different designs. However, there seem to be a set of common assumptions that apply at various degrees to each one of these interventions and determine their success. The purpose of this study is to define what are the key success factors, and therefore the key assumptions and key practices, to conduct an effective LGI. The identification and definition of these factors aims to help practitioners in discerning what