Large-Group Interventions

Large-group interventions (LGIs) are a relatively new group of organisational change methods for involving ‘the whole system’ in a change process. As an intervention technique, LGIs are closely linked with Lewin’s action research, field theory and theory of change (Bunker and Alban 1997a; Heracleous et al. 2017; Bartunek et al. 2011d). One of their denominators is that they all ‘get the whole system in one room’ (Weisbord 1987). In recent decades, ‘these large-group methods have been used in change efforts concerning (1) changes in strategic direction, (2) acceptance and implementation of quality programmes or redesign projects, (5) changes in relationships with customers and suppliers and (6) changes in structures, policies or procedures’ (Bunker and Alban 1997b). Organising an LGI means we enable those who have a stake in the change purpose to exchange directly, face to face, their perspectives for establishing a common ground. Besides identifying a common ground, Weisbord speaks about four more activities that take place in most LGIs: reviewing the past, exploring the present, creating an ideal future scenario and making action plans (Weisbord and Janoff 1996). In the same vein, Coghlan also argues (Coghlan 1998) that the purpose of LGIs is not only to engage actors with a stake in a situation but also to promote ownership and create a commitment to act on the identified common ground and jointly developed plans.