Thesis (Ed.D.)--Boston University / PLEASE NOTE: Boston University Libraries did not receive an Authorization To Manage form for this thesis or dissertation. It is therefore not openly accessible, though it may be available by request. If you are the author or principal advisor of this work and would like to request open access for it, please contact us at open-help@bu.edu. Thank you. / This is a case study of the impact a future search conference had on Gas Distribution and Delivery, a business within the Public Service of New Jersey utility company as it made a major transition from a regulated monopoly to a competitive, deregulated business. The study found that problems addressed were both technical and socio-technical. The data displayed four "organization ripples." The first ripple shows how large-scale change methodology can align diverse stakeholder groups, faced with complex challenges that require full collaboration to solve. This was a challenge for a traditional utility company that was very hierarchical and operated under a traditional command-and-control culture. The second ripple addressed the need for a new business model predicated on empowerment and the need for both efficiency and effectiveness of execution. Formal systems must be congruent with organization culture if new technology is expected to have a significant, positive impact. The third ripple focused on the importance of organization culture and its influence on collaboration in the wake of deregulation and changes in state regulation that remove historical barriers from competition and open up possibilities for competitive business--leading to an emphasis on customer response time. The fourth ripple highlighted how an organization can address its supervisors' perception of work, and how an empowered workforce can create a more integrative business strategy, where employees work together as one, not as many individual "tribes" within an organization. The concept of organization "fit" is explored as competitive advantage. The study covered a ten-year span from 1997 to 2007. The initial work of the Future Search Conference covered a period of time from approximately 1997 to 2000, creating the foundation of all four ripples. In addition to documenting the conference, itself, the researcher also was able to interview the management team responsible for these initiatives in 2007 and to document the impact of the change effort over the entire ten-year period. Implications are drawn about what role organization development may play in assisting 21st century companies with their learning and developmental needs. / 2031-01-02

“The world is changing faster than the experts” (Weisbord & Janoff, 2000:xi). Change, according to Meyer & Botha (2000:223), is the movement of people from a current state to a defined, different, improved and desired new state. Change is needed in all organisations because it has direct influence on the organisation’s performance, and the National Health Training Network in Namibia is no exception. The Future Search Conference as a powerful organisation development strategy, can help people transform their capacity for action. The National Health Training Network (NHTN), like any other institution, has been experiencing some managerial/administrative problems. I, being a member of the NHTN, together with most of the organisation, was faced with the challenge of not knowing what to do. Learning about approaches that might help organisations to develop, concepts such as organisation development in general and Future Search in particular, I developed an interest especially in the Future Search Conference. My interest was based on successful developmental stories of Future Search Conferences in organisations across the world. I decided to introduce the Future Search Conference to our organisation, which I thought might be a remedy for our problems at a later stage. The aim of the study was to investigate participants' experiences and the perception of the Future Search Conference as an approach to organisational change, through interviews. The study found that Future Search was a new concept/approach to the NHTN as well as to the whole Ministry, and it is different from the traditional strategic planning. The difference is seen in the way Future Search involves all stakeholders in issues of concern, while strategic planning involves only managers. The responses revealed the willingness of participants to implement the Future Search Conference in their organisation. Data also revealed, however, that it was not clear how ready the managers were to carry out this task, as they are the gatekeepers. Participants suggested a separate Future Search Conference with managers, to sensitise them to the approach, so that they can see whether it addresses the values and goals of the organisation and can be implemented for developmental purposes.