1. 0
“Labs” of Learning

2. 1
“Standing on the Shoulders of Giants”

3. 2
Large Group Interventions Around the World

4. 3
What Is Real Time Strategic Change?
Tools
&
techniques
Phases &
steps of work
Principles
Approach to
change
Way of thinking &
acting
Way of being
Increased
Visibility
Decreased
Flexibility
Increased
Flexibility
Decreased
Visibility
Increased
Visibility
Decreased
Flexibility
Increased
Flexibility
Decreased
Visibility

5. 4
The Unique Contribution That
Led to a New Approach to Change
…Managing in the “future
perfect” tense….as if it
had already happened

6. 5
A Real Time Strategic Change Story...
Three people working...
 “I am cutting a stone”
 “I am cutting a corner stone”
 “I am building a cathedral”

7. 6
The Essence of Real Time Strategic Change
"I know no safe depositary of the ultimate
powers of the society but the people
themselves; and if we think them not
enlightened enough to exercise their control
with a wholesome discretion, the remedy is
not to take it from them, but to inform their
discretion...
Thomas Jefferson, 1820

8. 7
What is Real Time Strategic Change?
Tools
&
techniques
Phases &
steps of work
Principles
Approach to
change
Way of thinking &
acting
Way of being
Increased
Visibility
Decreased
Flexibility
Increased
Flexibility
Decreased
Visibility

9. 8
From 50 Aphorisms...
Each person’s
truth is truth
Build a common
database
See the world
through
another’s eyes
Don’t take away
someone else’s
choice
Autocratic,
Delegative,
Consultative,
Collaborative
What is the
Purpose?
You’re the content
experts, we’re the
process experts
Celebrate
diversity
Trust the
Process

10. 9
To 20 Principles...
Always leave the group
with unfinished
business
If it is to be, it is up to us
We apply learnings in
real time throughout the
process
We build teams
throughout the entire real
time strategic change
process.
Create the future you
prefer.
Listen to see the world
through the eyes of
others
Formal leaders are
different from everybody
else in the organization,
and the same
You can only influence
as far as you can see
We create community
throughout the entire real
time strategic change
process.
A system-wide paradigm
shift occurs at some
point in the event.
We treat participants
throughout the process as they
really are--with complex sets of
needs, wants and issues
All activities add to the
common database of
information we are creating
together.
The design stays
responsive to the
emerging needs of the
whole group
Reality is a key driver
throughout the process.
Adult learning principles
form the bedrock of the
process.
Integrating diverse
perspectives leads to
discovering common ground.
Interactive event
designs that encourage
participation
Ensure information flows
continuously from the individual
to the table group to the whole
group and back again.
No two events are
ever the same.
Empowerment is a
constant focus in all that
we do

11. 10
To 6 Principles...

12. 11
To 6 Principles as Polarities
Energizing and Guiding Plans, Actions
Best of the past
and present AND
Compelling
possibilities
for the future
Learning. Growth and Spirit
Strong
Individuals
AND
Strong
Collective
Informed Decisions
Diverse
Perspectives
AND
Shared
Meaning
Rigorous Information Base
Seeking Out AND Focusing In
Optimal Performance
Delegated
Decisions
AND
Participative
Decisions
Accelerating the Pace of Change
Future Is
Tomorrow;
Plan for it
Today
AND
Future is
Today;
Be There
Now

13. 12
A Current Version...

14. 13
Assessing Effectiveness During Change

15. 14
Areas of Real Time
Strategic Change Work
Scoping
Possibilities
Developing
And Aligning
Leadership
Creating
Organization-
Wide
Congruence

16. 15
Real Time Strategic Change:
How New York City Launched An Effort
That Reduced the Incidence of Tuberculosis By 82%

17. 16
Mantras and Mindsets
Underlying Real Time Strategic Change
Flexible
Processes
Fixed
Principles
AND

18. 17
Mantras and Mindsets
Underlying Real Time Strategic Change
AND
AND
AND

19. 18
Different Organizations, Different Situations…
All With an RTSC Approach

20. 19
Different Teams, Different Situations… All With
an RTSC Approach

21. 20
The Work For Us All To Do…
With Ourselves And With Others
If I am not for myself, who is for me?
And when I am for myself, what am 'I'?
And if not now, then when?”
Rabbi Hillel