Using structured dialogue to map organizational change
Tools and techniques
Jean Ann Larson
Chief Learning Officer
This presentation is a case study of how a large health system used structured dialogue and learning maps to evoke organizational change. The organization, in partnership with conceptual artists, converted the strategic plan into conceptual learning maps. Structured dialogue was used in small facilitated groups of 10 employees to share knowledge and change culture with 16,000 plus employees. The intent was to create awareness and energy around a new strategy to better enable the organization to meet new environmental challenges.