OST Training

Thu Sep 7 05:10:35 PDT 2000

Hi Laurel,
and good on you to get right in there with the training.  The best way to
learn, as you say, is through getting right into it.

Giving people ample chance at the nuts and bolts, just as you are doing is
terrific.

My suggestions are as follows, not in any order of priority.
1-open space technology was created (if my understanding is right) as a
better way of doing meetings. I see in the end of your notes that your group
is keen to get on with "transforming the organization". I would be cautious
about creating expectations that the team is going to bring about the
transformation. Unless of course, this is what the team has been
commissioned to do and has the support of the CEO and senior management
team. The impact of doing many Open Space Technology meetings in one
organization will surely be felt. Will these be transformation? At whose
request?
2- when several Open Space Technology meetings are done within the same
organization, especially within a smaller organization where the impact will
be felt more quickly and more keenly, there are different dynamics that
emerge. I would suggest that you go over this with your group, explore what
the dynamics might be, and explore what supports will be in place to support
these dynamics as they emerge. My experience is that there is always
"freedom shock", huge anger, and lots of pain expressed after the experience
of a few months worth of meetings. And it looks like a real mess for a
while,and there are always forces that want to shut it down and blame Open
Space Technology and everyone involved. This is why having the informed
support of the CEO etc is useful. When the whole thing is vibrating and all
hell breaks loose, you need support and not barriers put in your way.
3-conducting an Open Space Technology meeting is the easy part--and often as
facilitators we feel wonderful because the process and experience are so
rich, sacred, and it is a privilege to facilitate. And we have all shared
stories of the amazing and wonderful things that emerge after the meeting,
sometimes with some results still being felt years after the meeting.
However, there are just as many stories of frustrations, failed expectations
and promises, people quitting their jobs in frustration, or being fired. I
would suggest that if you are launching into something that is of this
magnitude, you might want to explore with your team how you can create
conditions for making maximum use of what comes of the meetings in the
ongoing life of the organization----in other words, setting this up for
success as best as you can from the viewpoint you now have. One of the
things I do when I or the organization I am working with do several OST
meetings in the same organization is a)to always set up a time about 4-6
months after the meeting for feedback, follow up, and identification of new
issues and opportunities and b)make good use of Harrison's division of "do
it", "clarify it", and "open space it" as a way of creating an organic flow
of what comes up.

Remember, the good news is that Open Space Technology works. The bad news is
that Open Space Technology works. I wish you great success with this and
look forward to hearing your stories in the future so that we can all learn
from them.

Kindest regards,
Birgitt

Birgitt Williams
Make Genuine Contact!
Dalar Associates: organizational
effectiveness consultants

Striving for Success? Ready to exceed
your expectations?

Contact us for consulting services, training,
conference and meeting facilitation,
and keynote speaking.

www.openspacetechnology.com <http://www.openspacetechnology.com>

-----Original Message-----
From: OSLIST [mailto:OSLIST at LISTSERV.BOISESTATE.EDU]On Behalf Of
Doersam, Laurel
Sent: Tuesday, September 05, 2000 2:25 PM
To: OSLIST at LISTSERV.BOISESTATE.EDU
Subject: OST Training

I've been swamped with requests to open space since my training last spring
- our organization is embracing the method as a better way to work together.
(Unfortunately, my other work has kinda slid to the back burner.)  I'm so
passionate for opening space that I want to spread it around the
organization more than one person can possibly do alone.  The health care
climate in Canada is in a sad state - chronically underfunded, demoralized
and in the midst of a major staffing crisis.  Hence, there are huge
challenges with both trying to get groups of people together in open space
for a satisfying amount of time and with funding the process.

Long story short, our organization is desperate for more trained internal
facilitators.  We've considered bringing in an external expert to train
facilitators, but the costs are prohibitive.  Despite some trepidation, I
have offered to lead a training session as long as everyone clearly
understands that I've only been doing the method for a few months (albeit,
about one OS per week since that time), so am clearly not a seasoned
"expert", but rather a learner in the process.  Since we are trying to grow
a learning organization in Capital Health Region, this seems to be a good
fit.

I've used my training with Harrison as a basic template, but then
synthesized the Moscow Training with it to build a training specific to the
realities of our work environment.  Since I don't want to be considered the
expert, I've eliminated almost all of the "talking head" stuff and decided
the best way to learn is to experience and have the opportunity to discuss.
All the trainees have participated in at least one Open Space and all have
been provided with Open Space Technology - A User's Guide and will be
expected to have read it.

On the first evening we'll briefly visit some of the theoretical framework
around which Open Space evolved and then the rest of the sessions (3 days)
will be in held in open space.   For the first two days, we'll open space on
the theme of using OST to transform our organizational culture (or some such
thing - I'll give the group the opportunity to decide on a theme).  We'll
have convergence the second afternoon.  That evening (we'll be going from
0900-2100), we'll open space on the role of the facilitator.  I plan to
divide the large group (30) into two smaller sessions.  I have recruited
some other OST aficianados to be the invisible resource for those groups.
The smaller groups will divide into really small groups (5) in order that
everyone who chooses to can walk through the process.    Each small group
will critique and support the skills of those within their group.  We'll
have convergence the next morning and then spend some time on nuts and bolts
as well as the practical logistics of setting up OST sessions in our
organization (where to book space, computers, flip charts, felts, etc, the
importance of offering food, etc, etc).

The intent of this training is partly to learn the method, but largely to
build an internal supportive community of OST facilitators who will continue
to learn from one another long after the training is over.  We intend to
meet monthly to share stories about opening space and to learn from each
others' successes and mistakes - sort of a mutual mentoring arrangement.
We're hoping to get something set up on our intranet for ongoing
interaction.  I guess the main thing I've learned since doing the training
with you spring is that opening space is truly a learning journey, that
every session is unique and that in every session I WILL screw up in some
way and learn something!!!!

I'd like to thank Harrison for his amazing generosity in allowing me to
plagiarize shamelessly from the training manual.  I'd also like to invite
any suggestions from others in the group who might be able to offer me some
tips!

I have a very passionate group who are keen to get on with transforming our
organization of about 10,000 employees spread over 30 sites.  The training
takes place next week - wish us luck!!

Laurel.

Laurel Doersam
Human Resource Consultant (Employee Wellness)
Capital Health Region
Victoria  BC

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