Dr. Tolchinsky has been consulting to major public and private corporations around the world for the past thirty-five years. He has extensive experience in creating and implementing business strategy; managing and facilitating large system change efforts; new plant design and entrepreneurial start-ups; and redesigning and restructuring organizations (both public and private). Paul's expertise is in the design of organizations, applying socio-technical principles and Whole-Scale™ Change Approaches to the process of change in organizations. He is internationally known as a pioneer in the development of Whole-Scale (Whole System) Approaches to change. He is currently focused on Leadership and Leadership challenges in the 21st century and works closely with leaders as they explore what they must do to mobilize, energize and invigorate their organizations.


    He has pioneered Real Time Work Design (Large Group Interventions by Bunker and Alban, Jossey Bass, 1997), an approach to work design that involves whole organizations (often up to 800-1,000 employees at a time) and the Whole-Scale™ technology mentioned in Fusion Leadership (Daft and Lengel, Berrett Koehler, 1998). He is the author of a recent chapter in Peg Holman and Tom DeVane's new book The Change Handbook (1999) and co-author of two books on Large Group Methods entitled: Unleashing the Magic in Organizations: The Whole-Scale Approach and Unleashing the Magic: A Toolkit (2000). In recent years he has been an invited speaker and guest lecturer in Europe, Australia, India, Brazil, Singapore and Hong Kong.


    Paul's clients include the Continental AG, ZF (TRW), Eckes-Granni, Knill Energy, Miba AG Siemens Power Systems, Seagate Technologies, Acterna (formerly TTC); Palm, Inc.; Pratt and Whitney (IAM); Agilent Technologies, and The Central Intelligence Agency. Previous clients include Hewlett Packard; Quantum; Weyerhaeuser Paper Company; General Electric Aircraft Engines (Bromont, Quebec), Bank of America; PECO Energy Company; Ford Motor Company, United Airlines, Inc.; Honeywell, Inc.; Aqualon; Clorox, Corning, Inc.; Messier Dowty Aerospace-Montreal, Chiquita Brands, International; The Monsanto Chemical Company; General Motors; and Kraft Foods.


    He has held line management positions with Detroit Bank and Trust, General Foods, Inc., and Babcock and Wilcox Company. Listed in Who's Who in Science and Technology and Who's Who in the Midwest, Dr. Tolchinsky received a BA in Business Administration from Bowling Green State University (1971) and a Ph.D. in Organization Behavior and Design from Purdue University (1978). In addition to these studies, Paul has traveled extensively and studied in Japan with the Japanese Union of Scientists and Engineers and the Japan Productivity Center.

  • 17:30 - 17:55 Mapping Experiences: Seeing the Unseen

    Paul Tolchinsky, Managing Principal, Performance Development Associates


    During this session we will talk about both the customer and the employee experiences as the foundations for organization design. Mapping and understanding their experiences enables us, as designers, to create more dynamic systems.

    Uncovering these experiences, however, are not so simple. Traditionally designers/researchers have used simple techniques like surveys, interviews, focus groups, overt observations and experiments to discern the expectations and requirements of these two key stakeholders.

    I would posit that each of these are fraught with problems and biased. I would like to explore an alternative, unobtrusive measures. Unobtrusive measures are measures that don't require the researcher to intrude in the research context. Direct and participant observation require that the researcher be physically present.

    Through stories and examples, I would like to propose different ways to map experiences and define requirements.