Open Space and restructuring

[Peggy Holman]

Joelle,

Refer them to the story in Tales from Open Space by Hugh Huntington on how
Honeywell downsized using OST.  Harrison now has it online at

http://www.openspaceworld.com/tales.htm

It starts on page 83.  Here's the opening paragraph:
A large avionics defense plant was in two major transitions. The first was a
down-sizing from 2400 to 1600 people, reflecting the cutback in Department
of Defense (DOD) expenditures. The second was a total reorganization from a
traditional, autocratic management system that reflected both internal
corporate philosophy and DOD expectations to a team-based structure. This
meant the removal of four of the seven levels of management and supervision
within the plant. The switch to the new organizational structure was to
begin in 3 weeks, to be completed within 8 weeks. Management had made a
commitment to their corporate office to move ahead.


Greetings from sunny Seattle,
Peggy


----- Original Message -----
From: "Joelle Lyons Everett" <JLEShelton at aol.com>
To: <OSLIST at LISTSERV.BOISESTATE.EDU>
Sent: Tuesday, December 03, 2002 2:47 PM
Subject: Open Space and restructuring


> Had a call today from a public agency which will need to do some
> restructuring (two service regions are being combined, with the expected
> result of personnel reductions).
>
> Their original plan was to make the restructuring decisions first, then
> convene an Open Space conference to work out the operational details--not
> wanting to ask people to eliminate their own jobs.
>
> My proposal to them is that they consider holding the OS before the
decisions
> are made, to bring maximum information, participation and creativity to
the
> proposed changes.
>
> What is your experience in this situation?  I'd love to hear pros and
cons,
> insights and pitfalls, from your experience with clients.  As usual, the
time
> is yesterday, the potential for conflict is high--sounds to me like a job
for
> OS.
>
> I'd love to hear from you!
>
> Joelle
>
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