Public policy makers, planners, and managers are increasingly relying on what might be called large-group interaction methods to involve large numbers of people (from as few as eight to mre than 2,000) in planning and implementing major change eforts. These methods are structured processes for engaging large numbers of people to: (1) enhance the amount the relevant information brought to bear on a problem; (2) build commitment to problem definitions and solutions; (3) fuse planning and implementation; and (4) shorten the amount of time needed to conceive and executive mjor policies, programs, services, or projects . Proponets of such methods claim that they provide sets of concepts, procedures, and tools that can help public and nonprofit organizations and communities deal effectively with change. On the other hand, a number of boundary conditions surround the successful use of the methods. The authors compare and contrast seven approaches most frequently used in the public sectorin the United States and abroad (i.e.,Time Strategic Change, Search Conferences, Features Searches, Strategic Options Development and Analysis, Strategic Choice, Technology of Participation, and Open Space Technology) to illustrate their comparative strengths and weaknesses and to develop an agenda for research

Public administration review PAR

March/April 2000 Volume 60 Number 2