Research Brief
A recording for this session isn't published. Below is the BPI editorial brief — key takeaways, an in-depth summary, and FAQs drawn from the original session materials and the presenter's body of work.
Presenter
Mary Eggers
Description
Working with organizations around the globe, we have found it universally true that people support what they help to create. This session focuses on a few of the robust Whole-Scale® principles and models that support an agile, empowered culture.
Learning Points
- The power of microcosm to create system awareness: Wherever possible, we bring together groups, small and large, that reflect the characteristics of the organization or system as a whole. By engaging diverse groups that reflect the perspectives different levels, functions, geographies, genders and ethnicities, we can create interactions that reflect the larger system in constitution, configuration, or development. In exploring this principle, leaders learn how to engage diverse perspectives that ensure all voices are included in the change.
- Converge/Diverge process flow to create critical mass. A change roadmap uses a series of large group and small group meetings to alternately plan (large group) and then act (small groups) while keeping the system whole. The model is a design tool for the change journey to create and sustain change in the organization. In exploring this model we cover how a leader can create and sustain a critical mass of support for the change.
- Action learning to support continuous improvement. The concept of action learning (Plan-Do-Check-Act) dates back to the origins of organizational development with Kurt Lewin and D. Edwards Deming. The principle of continuous learning is more important today than ever. “As the world changes, we increasing find ourselves on stage without a script challenged to improvise” Mary Katherine Bateson. We will discuss how leaders can learn to create a culture that learns from its actions while staying on track to achieve and sustain a shared vision of the future.
Who Will Participate
This session is available to all BPI members.
Key Takeaways
- 1.People are more likely to support changes that they have helped to create.
- 2.Engaging small, diverse groups (microcosms) that reflect the whole organization helps create system-wide awareness and inclusion.
- 3.A change roadmap that alternates between large group planning and small group action builds critical mass for change.
- 4.The Converge/Diverge model is a design tool for managing and sustaining organizational change.
- 5.Action learning, based on the Plan-Do-Check-Act cycle, enables a culture of continuous improvement.
- 6.Leaders can foster a culture that learns from its actions to achieve and sustain a shared vision.
People support what they help to create. This session with Mary Eggers explores Whole-Scale® principles and models that help leaders foster an agile, empowered organizational culture.
The Power of Microcosm
To create system-wide awareness, this approach brings together groups that mirror the characteristics of the entire organization. By engaging diverse groups reflecting different levels, functions, geographies, genders, and ethnicities, leaders can ensure all voices are included in the change process. This interaction allows the smaller group to model the larger system, creating a powerful tool for understanding and development.
Converge/Diverge Process for Critical Mass
A change roadmap provides a structured journey for creating and sustaining change. It utilizes a series of large and small group meetings in a "converge/diverge" flow:
- Converge: Large group meetings are used for system-wide planning.
- Diverge: Small groups are then empowered to act on those plans.
This model keeps the system connected while systematically building a critical mass of support for the organizational change.
Action Learning for Continuous Improvement
Rooted in the work of Kurt Lewin and W. Edwards Deming, the concept of action learning (Plan-Do-Check-Act) is more critical than ever for agility. This principle allows organizations to learn from their actions in real-time. Leaders can use this model to create a culture that continuously learns and adapts while staying aligned with a shared vision of the future.
This session delves into the critical requirements for leaders to cultivate and maintain an agile organizational culture. It provides actionable insights relevant to today's dynamic business environment, emphasizing adaptability, continuous learning, and effective response to change.
What you'll learn
- Strategies for fostering a culture that embraces continuous learning and adaptation.
- Methods to enhance global engagement within diverse teams and operations.
- How to develop and implement an effective change roadmap for organizational transformations.
- Key leadership competencies necessary to drive and sustain organizational agility.
- Techniques for navigating complex organizational change and ensuring successful outcomes.
Who this webinar is for
This webinar is ideal for:
- HR leaders and professionals focused on organizational development.
- Senior executives aiming to make their organizations more responsive and adaptable.
- Team leaders and managers responsible for implementing change initiatives.
- Individuals interested in cultivating a culture of innovation and continuous improvement.
- Anyone leading teams in a rapidly evolving global context.
Why it matters now
In a world characterized by constant disruption and rapid technological advancement, the ability of organizations to be agile is no longer just an advantage—it's a necessity. An agile culture enables quicker responses to market shifts, fosters innovation, and enhances employee engagement, all crucial for long-term survival and growth. This enduring topic helps leaders prepare their organizations to thrive amidst uncertainty.
How leaders can apply this
Leaders can apply the principles discussed by Mary Eggers to:
- Assess their current organizational culture for readiness for change and agility.
- Implement structured approaches to continuous learning and skill development across their workforce.
- Design and communicate clear change roadmaps to minimize resistance and maximize buy-in.
- Empower teams to make decisions and adapt quickly, fostering a sense of ownership.
- Proactively address barriers to change and build a resilient, forward-thinking organization.
About this session
Key takeaways
Watching this webinar gives you grounded, practical perspective on Global, Engagement, Developement, Change Roadmap, Organizational Change, Change, and Continuous Learning. Expect ideas you can use in leadership conversations, not abstract theory, drawn from Mary Eggers's direct experience.
Who this is for
CHROs, HR business partners, talent leaders, executive coaches, organizational development practitioners, and senior leaders who are responsible for global inside their organization.
Why it matters now
Workforce expectations, hybrid work patterns, and AI-driven change keep raising the bar on culture and leadership. Sessions like this help leaders make smarter, more evidence-informed decisions about Global, Engagement, Developement, Change Roadmap, Organizational Change, Change, and Continuous Learning.
How to apply it
Use the ideas here to challenge a current assumption on your team, design a single concrete experiment in the next 30 days, and bring one finding back to your leadership group for discussion.