using OS for organizational designing and structuring

[Averbuch]

Chris, Ralph, Peggy and Harrison,

        Your contribution has been so helpful, I feel very lucky I can trust
universe to provide when I come up with a burning question...

Ralph, you wrote:
                < He was a good manager in terms of being very open to explaining anything
and everything to anyone in the company.
                He believed in transparency.  But the big decisions he kept for himself.>

this resonates with my situation.

Harrison, you wrote:
                <But the theme would not be about "re-design."  I would go for something a
lot broader,>
                <Final suggestion. Stop working so hard.>
I AGREE TO BOTH:
 I am opening space for 2 days, 20 people (management and more) to talk
about (freely translated from Hebrew - this is the broadest I negotiated)
"ways and practices to meet our business challenges  - opening an horizon
for ourselves and our firm" this will take place on Monday next week. First
day would be dialogue and second day convergence.

Yes, I do work too much lately ( both in organizations and in civil efforts
to promote some sanity in Israel- Palestine)
and this is the reason it took me so long to answer. I was quick to use your
good advice though so please forgive me for staying too long with my
response.

I will write as I proceed
thanks again
Tova

Israel
averbuch at post.tau.ac.il
----------------------------------------



-----Original Message-----
From: OSLIST [mailto:OSLIST at LISTSERV.BOISESTATE.EDU]On Behalf Of Ralph
Copleman
Sent: Monday, July 15, 2002 5:11 PM
To: OSLIST at LISTSERV.BOISESTATE.EDU
Subject: Re: using OS for organizational designing and structuring


On 7/15/02 12:12 AM, "Averbuch" <averbuch at post.tau.ac.il> wrote:

> One question: HOW OPEN WAS THE SPACE? WHAT SCOPE OF decisions WAS KEPT TO
> THE os PEOPLE AND WHAT WAS DECIDED BY MANAGEMENT/CEO/GIVENS (before or
> after)?

Good question.

As I remember, the space was "open" only for input and creative ideas.
Decision-making authority was still in the hands of ownership.

The day after that one-day event, Barbara and I had a day-long meeting with
the management team, about 20 people I think, representing both locations.
They chewed over all the data and ideas from the day before and attempted to
sort out the best ideas.   I recall the CEO becoming fairly frustrated by
mid-afternoon because things weren't going the way he thought they should in
terms of the choice of strategy.  He was a good manager in terms of being
very open to explaining anything and everything to anyone in the company.
He believed in transparency.  But the big decisions he kept for himself.

Ralph

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