Oneida project, involving one of the major American Indian Tribes, represents the application of Interactive Methodology to an entirely different context than a corporation or governmental agency . It was probably one of the most emotionally satisfying projects we have worked on. Oneidas certainly have been the kindest, warmest and most facinating people to work with. they have treated us as thier own and in return we have given them our best. The members of the Oneida design team who have given their time and idea generously were Niel Cornelius (general manager, gambling), Debra Doxtator (chirperson), Kathy Hughes (treasurer), and Bruce King (CFO). Artly Skenandore (general Manager), with his profund knowledge of the language and the culture and an incredible ability and desire to learn, provided the critical link between the past and the future. The members of the work team, without whose commitment, support, and hard work this project would not have been possible, included Jacque Boyle, Elaine Cornelous, Michelle Cornelius, Toni House, Jessica Oudenhoven, Diana Peterson, Terry Pouliquen, and Jackie Smith. Finally, our able project manager, Kathy King, kept us all together with her ample modesty, sincerity, and insight to finish the task.
INTERACT approached the project as a national development effort. National development, is an emergent property. As such, it is the outcome of the interaction amongst the parts/dimensions, not the functioning of parts separately. This type of developmental transformation involves two sets of active elements: the design of the organizational 'architecture' and the redesign of the complementary operational processes ( throughput & organizational processes) that together will help realize the Nation's shared vision of its desired future.
Throughput processes, essentially technology-driven, are directly concerned with the effectiveness of each platform to produce its intended output (wealth dimension).
The organizational processes, essentially paradigm-driven, are primarily concerned with the creation of integration, alignment and synergy amongst platforms. The organizational processes which drive the throughput, consist of measurement system;early warning system; decision system; membership ; and conflict management .
This process is participative, interactive, ongoing and iterative. For detail description of the fifth iteration of this exciting design please refer to chapter 8 of "Systems Thinkining, Managing Choas & Complexity " by Jamshid Gharajedaghi