Large-Group Change Process

Purpose

The Large-Group Change Process brings together microcosms of the whole system — every level, function, and stakeholder group — to think, plan, and act as one brain. Developed by Dannemiller Tyson Associates, it builds on the principle that people support what they help create. The method combines large-group events with interim action teams to sustain momentum between events.

At a glance

How to run

1. Create a max-mix seating plan. Ensure every table represents a microcosm of the organization — different departments, levels, tenures.
2. Tell the story. Leadership shares the strategic context: where we have been, where we are, where we need to go (DVF model: Dissatisfaction × Vision × First Steps > Resistance).
3. Explore reality. Tables discuss current reality from their diverse perspectives. Each person shares one truth about the organization that others might not know.
4. Build shared vision. Tables co-create images of the preferred future using drawings, skits, or written descriptions. Gallery walk to see all visions.
5. Identify consensus. Whole group converges on common themes using dot voting or affinity clustering.
6. Plan back-home actions. Functional or cross-functional teams draft 30-day action plans with clear owners and milestones.
7. Public commitments. Each team shares its commitments to the whole room. Leadership responds with support offers.

Materials needed

• Max-mix table assignments (pre-planned)
• Flip charts, markers, sticky notes per table
• DVF model printed large for reference
• Dot stickers for voting
• Action plan templates
• Roving microphones

Pitfalls & common mistakes

• Skipping the max-mix principle. If people sit with their own teams, you get departmental wish lists, not whole-system thinking.
• Treating each event as standalone. The approach is a process, not an event. Without action teams between events, energy dissipates.
• Under-investing in logistics. Table assignments, materials, and room setup require meticulous planning for groups of 100+.
• Ignoring the DVF formula. If Dissatisfaction, Vision, or First Steps is missing, resistance will win.

Inclusion & accessibility

• Use multiple modalities (visual, verbal, kinesthetic) in table activities.
• Provide materials in accessible formats and languages as needed.
• Seat mobility-impaired participants at accessible tables near exits.
• Assign a roving inclusion monitor to check that all tables are engaging all members.

Variations

• Turbo version: Compress to a single 1-day event for organizations under 100 people.
• Virtual version: Use breakout rooms with pre-assigned max-mix groups and digital collaboration tools.
• Community version: Adapt for civic engagement with citizens, NGOs, and government representatives.

When NOT to use this

• When the organization cannot commit to the full multi-event arc — a single event without follow-through creates cynicism.
• When senior leadership is not genuinely open to hearing uncomfortable truths from frontline staff.
• When the group is too small (< 30) to benefit from large-group dynamics.

Source & further reading

• Dannemiller Tyson Associates (2000). *Whole-Scale Change: Unleashing the Magic in Organizations*. Berrett-Koehler.
• Dannemiller, K. & Jacobs, R. (1992). "Changing the Way Organizations Change." *Journal of Applied Behavioral Science*.
• Bunker, B. B. & Alban, B. T. (2006). *The Handbook of Large Group Methods*. Jossey-Bass.