Re OST in Small Spaces
Leon DeKing
ldeking at primenet.com
Tue Dec 15 13:02:18 PST 1998
Dear Peg et al:
Huzzah!!(2):
1) a "new" dimension for the proposed National Science Foundation
Innovation and Organizational Change research project; and
2) my filing of OST stories by topics system works!
Re #2, Michelle Cooper's <coopgrp at interlynx.net> "Subject: Opening a small
space...a very small space" (Fri. May 8, 1998) came up. Not identical in
perspective to Peg's 12-14-98 question, but relevant.
Re #1, Methinks we need to get specific about what kinds of "small space"
we're thinking about--Small (short) Time Space, or Small Physical Space.
Re Peg's question, "I wonder what makes the difference in opening small
(short time) spaces? ...Resonance of the theme...the 'tightness or
looseness' of the community...(and / or) the context in which the space is
being opened."
My experiences have shown all three to be important. At the risk of
playing a cracked record, I'll cite the story I told at OSonOS VI, about my
church's doing three days OST work in four hours.
Resonance of the Theme (A Minister of Our Own by January 1999?)...
Our attainments would have been impossible without it.
Tightness or looseness of the group...
I'm not too sure that I know what that means, and will let it go, for
now.
The context in which the space was opened...
Vital to our attainments were the following contextual elements.
A) The event had been publicised in the church newsletter for two
months.
B) Each stakeholder (church member) had received a personal invitation.
C) Each stakeholder had also received copies of all minister
retention
relevant documents [a Birgitt Bolton "Harrisy?"].
D) We retained the services of a non-stakeholder facilitator.
E) The decision to use Open Space Technology was made, over the Church
Board's objection, by the Long Range Planning Committee, who invoked
their authority to run the event the way they (the LRPC) thought best.
F) Vehement objections to the first principle (Whoever comes are
the
right people) by a stakeholder who'd returned, the night before, from a
three month absence and hadn't read his mail.
Worthy of note are that:
**items E) and F) brought high inputs of passion to the event;
**within the OST process, these anti-OST passion elements were converted
into
theme focussed energy and were major contributors to the event's success.
My question...Does passion deserve a place of it's own in Peg's "I wonder
what makes the difference...." schema, or should it be left as an element
of "The context in which the space was opened...?"
Yours Aye,
Leon
>From Tue Dec 15 17:14:00 1998
Message-Id: <TUE.15.DEC.1998.171400.0500.>
Date: Tue, 15 Dec 1998 17:14:00 -0500
Reply-To: lpasoc at inforamp.net
To: OSLIST <OSLIST at LISTSERV.BOISESTATE.EDU>
From: Larry Peterson <lpasoc at inforamp.net>
Subject: Re: Opening Small Spaces
X-To: OSLIST <OSLIST at listserv.idbsu.edu>
In-Reply-To: <3676C7C8.2A4401C0 at tmn.com>
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I continue to experiment with opening small spaces, sometimes in the context
of other processes. I have seen some remarkable breakthroughs, some good
discussions and a couple of fizzles. I do think it relates to the nature of
the group and the task at hand (as it always does). It is a risk, but so is
a 2.5 day event. In 2.5 days people ususally have enough time to work things
out--but not always.
I included a four hour open space in a six hour planning process recently
and it was extremely successful---clients words. It was a group of 15
people. The first two hours were to set context and discuss strategic
assumptions for an Opthamology Department under siege. The Open Space was
1/2 hr opening, two 45 minute start times, 1/2 hour next steps and 1/2 hour
closing. They created five vision elements for the future of the department
with will enthusiasm--they were pumped. At a 3 month follow-up, they had
made real progress on all five possible strategic directions and we reviewed
and set further priorities for action in a couple of hours.
I tried to negotiate more time--being doctors they said no. It was drop the
contract or do what I could. Being doctors they were used to workingin 45
minute time frames. The task was clear, the size was small, the context was
set--and new energy and idea breakthrough happened.
Larry
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<DIV><SPAN class=3D800335721-15121998><FONT color=3D#0000ff face=3DArial =
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continue to experiment with opening small spaces, sometimes in the =
context of=20
other processes. I have seen some remarkable breakthroughs, some good=20
discussions and a couple of fizzles. I do think it relates to the nature =
of the=20
group and the task at hand (as it always does). It is a risk, but so is =
a 2.5=20
day event. In 2.5 days people ususally have enough time to work things =
out--but=20
not always.</FONT></SPAN></DIV>
<DIV><SPAN class=3D800335721-15121998><FONT color=3D#0000ff face=3DArial =
size=3D2></FONT></SPAN> </DIV>
<DIV><SPAN class=3D800335721-15121998><FONT color=3D#0000ff face=3DArial =
size=3D2>I=20
included a four hour open space in a six hour planning process =
recently and=20
it was extremely successful---clients words. It was a group of 15 =
people. The=20
first two hours were to set context and discuss strategic assumptions =
for an=20
Opthamology Department under siege. The Open Space was 1/2 hr opening, =
two 45=20
minute start times, 1/2 hour next steps and 1/2 hour closing. They =
created five=20
vision elements for the future of the department with will =
enthusiasm--they were=20
pumped. At a 3 month follow-up, they had made real progress on all five =
possible=20
strategic directions and we reviewed and set further priorities for =
action in a=20
couple of hours.</FONT></SPAN></DIV>
<DIV><SPAN class=3D800335721-15121998><FONT color=3D#0000ff face=3DArial =
size=3D2></FONT></SPAN> </DIV>
<DIV><SPAN class=3D800335721-15121998><FONT color=3D#0000ff face=3DArial =
size=3D2>I=20
tried to negotiate more time--being doctors they said no. It was drop =
the=20
contract or do what I could. Being doctors they were used to =
workingin 45=20
minute time frames. The task was clear, the size was small, the context =
was=20
set--and new energy and idea breakthrough happened. </FONT></SPAN></DIV>
<DIV><SPAN class=3D800335721-15121998><FONT color=3D#0000ff face=3DArial =
size=3D2></FONT></SPAN> </DIV>
<DIV><SPAN class=3D800335721-15121998><FONT color=3D#0000ff face=3DArial =
size=3D2>Larry</FONT></SPAN></DIV>
<DIV> </DIV>
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>From Tue Dec 15 17:13:59 1998
Message-Id: <TUE.15.DEC.1998.171359.0500.>
Date: Tue, 15 Dec 1998 17:13:59 -0500
Reply-To: lpasoc at inforamp.net
To: OSLIST <OSLIST at LISTSERV.BOISESTATE.EDU>
From: Larry Peterson <lpasoc at inforamp.net>
Subject: Re: Day 2 Bounce
X-To: OSLIST <OSLIST at listserv.idbsu.edu>
In-Reply-To: <3675A352.E92B7819 at tmn.com>
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Day 2 bounce does not just have to happen in two full days. I have led 1.5
day Open Space events where the bounce happened in the a.m. and
breakthroughs happened. I have even led events that start after lunch and go
through lunch the next day---certainly not ideal!, but the next morning
still has more bounce because of the overnight.
I usually try to encourage this in evening news. Getting people to talk
about "what's missing", encourage them to shift it into a new topic for the
morning news and to pay attention to their dreams. One women catalyzed a
computer based children's services training network with such an overnight
insight.
I like the bounce--it sounds like Tigger.
Larry
Larry Peterson
Associates in Transformation
41 Appleton Ave., Toronto, ON,
Canada, M6E 3A4
Tel:/Fax: 416-653-4829
lpasoc at inforamp.net
http://www.inforamp.net/~lpasoc
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