ABSTRACT
This chapter describes an intervention that aimed to take a radically inclusive approach to strategic planning in an organization in the education sector in the United Kingdom. As organizations grow and the boundaries blur as to where the organization starts and ends, it becomes important to find virtual ways to affirm collective identity. The idea was to engage a wider group than the CEO and senior management team to think strategically and take leadership initiatives. The intervention aimed to maximize participation in the strategic process and, through this process, help to build a culture that was emancipatory— a culture where employees had increasing agency to influence change. Finally, the aim was to take a spatial look at the organizational architecture and create new "thinking spaces" that would become internalized and part of the culture for the future.
