Gordon says:
In a message dated 96-01-22 22:30:20 EST, you write:
>I hear the words but would like to know more of how IM can bring this
>about. I know that've you've written of IM before, but can you be so
>gracious as to explain further?
Gordon is talking about taking burden from the change agent.
The HANDBOOK OF INTERACTIVE MANAGEMENT (ISBN0-8138-2407-9), available from
the publisher, Iowa State University Press, Phone: 800-862-6657 or fax
515-292-3348, has chapters with these titles (among others):
IM OUTCOMES
IM SUCCESS LEVELS
IM PHASES
IM ROLES
IM PRODUCTS
IM PROCESSES
The system of roles is in one of these chapters. The system of processes
is in another. The processes are routine in execution, but provide ample
opportunity for participant creativity to be exercised. Because the
processes generally sequence the activity, the facilitator is free to
spend time on group maintenance. What I said in this paragraph pertains to
Phase 2, the IM Workshop Phase, which follows Phase 1, the IM Planning
Phase. The Planning Phase defines the scope, context, and processes for
Phase 2.
The change agent can be active in all 3 phases, providing continuity. Up
to 14 different roles are involved, some of which are doing things not
specific to IM. Some come from inside the organization, and some from
outside. The change agent has to do some minimal, but critical, advance
training to prepare a few of the actors to fill the most critical roles.
John N. Warfield
Johnwfield@aol.com
By the way, the work described in the above book is empirically supported
by well over 600 projects, carried out in many places by many actors,
quite a few of them being identified in Appendix 5.
JNW
-- JOHNWFIELD@aol.com