Hierarchies, decision making and a real-life example

[Pannwitz, Michael M]

Dear Peggy,
and here I thought all systems and organizations (traditional or
whatever) are complex adaptive systems?
Also, I had the hunch from my long life in a "traditional"
organization (and that enforces my question on all systems being CAS)
that things there often appeared to happen regardless, in spite of ,
etc. what decisions were being taken at the "top". In fact, if those
decisions from the "top" would really have had the impact imagined,
the organization would long have gone out of busisness.
Another thing that puzzles me: What exactly was the decision/action
that Michael H took?
Greetings from Berlin
mmp

On Thu, 1 Apr 2004 20:42:26 -0800, Peggy Holman wrote:

>This is a multi-part message in MIME format.
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>        charset="iso-8859-1"
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>
>I am so tickled!  I have been away from the list for a month and as a =
>result read about 200 messages in one sitting.  Perhaps because of this =
>concentration, I noticed something that excites me.
>
>The thread on hierachy was moving into a discussion of the occurence of =
>hierarchies in nature.  The focus shifted with Birgitt's message on the =
>listserv archives becoming more public.
>
>What I saw was that Birgit took us from the abstract -- talking about =
>hierarchies in nature -- to a real-life experience of what it is like to =
>be in a conscious self-organizing community's version of a hierarchy.  =
>After all, Michael took on the role of leader (passion bounded by =
>responsibility) and made a decision that affected everyone on the list.  =
>(BTW, I'm going to use the term CAS or complex adaptive system as a =
>near-enough substitute for conscious self-organizing community because =
>it is MUCH faster to type.)  I think decision making is a key aspect of =
>what leaders, as the tops of the hierarchy, do. I thin it is quite =
>challenging to understand decision making in CASs. It is also a topic of =
>great interest for me.  The thoughts and examples from this real life =
>situation that follow are in no particular order.
>
>A CHANCE TO LEARN; DECISION MAKING IN A DIFFERENT SEQUENCE
>What is currently playing out is a great chance for us all to learn more =
>about leadership and decision making -- key aspects of hierarchy -- in =
>CASs.  For one thing, I would say that the decision making process =
>didn't end with Michael's action, rather that is where the process =
>started.  And it is in action right now.  It is a bit elusive to see =
>this because we generally think of action following the decision -- =
>whether behind closed doors in a traditional hierarchy or in the circle =
>or marketplace of a CAS.  I submit that in this situation, the decision =
>making process is simply happening in a different order:=20
>
>--  an action was taken,=20
>-- in the wonderful self-correcting way of CASs, the system, through =
>Birgitt, pushed back (even in a CAS, this can take an act of great =
>courage -- thank you for that, Birgitt)=20
>--  and now the community is engaged in reflecting on the implications =
>of the action. =20
>--  Ultimately, the conversation will wind down with either another =
>action or not -- in effect, a decision to stay the course or alter it.  =
>Certainly, learning will have occurred for many. =20
>
>WHEN DECISIONS ARE OUT OF OUR CONTROL
>One of the aspects of hierachy that people most dislike is that they =
>have no control over decisions that affect them.  In a traditional =
>organization, the leaders often make decisions without consulting =
>others.  Yuk.  Michael fits the definition of leader in an Open Space -- =
>operating from personal passion bounded by responsibility.  And guess =
>what?  A decision he made affected all of us and just as in a =
>traditional hierachy, someone in the system -- Birgitt -- spoke out to =
>say, as I understood her messages, that she didn't like the decision =
>being made without her having a say.  Makes sense to me!  Guess whether =
>the hierarchy emerges naturally or not the same dislike of being =
>affected by other's choices can arise.
>
>ROLE OF GOOD INTENTIONS
>One good news aspect of organizations and communities that operate as a =
>CAS: the people in them seem to consistently hold the belief that =
>people's intentions guide actions that are on behalf of the whole.  No =
>one questioned Michael's motive was to serve the community and open more =
>space in the world.  I guess in traditional hierarchies, when people =
>believe the leadership is well intentioned, they are called enlightened =
>despots or benevolent dictators and when there isn't a belief that =
>leaders operate for the good of the whole, the leaders are called =
>tyrants.  Personally, I think there's something about what binds the CAS =
>together that makes acting for the good of the whole highly likely to be =
>the case.  I may mangle this a bit, but I believe CASs form around =
>strange attractors.  In social systems, I think of the organization or =
>community's purpose as the attractor.  In the case of this community, =
>while Chris Weaver's comment about OSlist's purpose not being explicit =
>is true, people pretty consistently talk about this as a place of =
>support and connection, a place to tell stories, ask questions, learn, =
>mentor and be mentored in that oh so wonderful act of opening and =
>holding space in the world.  So, while not explicit, those who are =
>attracted and stay are in pretty close proximity on purpose.  Anyway, I =
>think that when people connect through a shared sense of purpose and act =
>from personal passion and responsibility, spirit comes out to play.  =
>This seems to bring out the best in us, hence actions, are well =
>intentioned.
>
>RISKS OF LEADERSHIP AS DEFINED BY PASSION AND REPSONSIBILITY
>Are there risks in this approach to leadership -- passion bounded by =
>responsibility?   Absolutely.  Who knows what independent action someone =
>might take without fully understanding the impact?  I think this is in =
>part why people comfortable in traditional organizations find the idea =
>of an organizational CAS so unnerving. =20
>
>FLUIDITY OF DECISIONS
>A big difference between the traditional and what is happening here is =
>the degree of fluidity around action and decision. =20
>In a tradtional organization, this are pretty rigid.  You may not like a =
>decision or know the rationale, but you know who did it.  In a CAS, as =
>Birgitt pointed out, other than Michael, it isn't at all clear who, if =
>anyone else, was involved.  Does it matter?  I don't know but it does =
>speak to the fluidity of decision making in a CAS -- it can come from =
>anyone at anytime.  No wonder many managers find OS terrifying!
>
>Traditionally, a decision is made, executed and it's complete.  Perhaps =
>there's some reflection and adjustment but it is often quite difficult.  =
>In the CAS I think there is a different framework to be learned: nothing =
>is linear, just having a beginning and an ending.  Everything is part of =
>a larger pattern, a cycle.  Rather than seeing a decision as a one-time =
>event, I think it is useful to learn to experience a decision as part of =
>a flow, inspired by something that came before and ever shifting as more =
>is learned.  One great aspect of this is the recognition that nothing is =
>fixed, decisions can always be changed (even if it isn't always easy).  =
>I think this makes experimentation much less stressful and much more =
>fun.
>
>ANOTHER ROLE OF BUTTERFLIES
>Just as in traditional organizations, people may be challenged by the =
>decision or discussion and leave the list or become fearful that =
>speaking out is too risky.  I think CASs have a nice way of dealing with =
>this: butterflies.  I learned a few years ago of this aspect of =
>butterflies --conversations that people don't feel ready or safe enough =
>to have in the whole group or even in the marketplace.  Ultimately the =
>butterfly conversations resolve and disappear, become clear enough to be =
>voiced in a more visible way or run into someone who takes the =
>leadership (passion bounded by responsibility) to speak it in the =
>marketplace or the whole.  I am willing to bet that Birgitt has had some =
>behind the scenes conversations with some folks - butterflies in flight. =
> (Birgitt -- if you're willing -- please let us know if this is the =
>case.)
>
>CAN ACTIONS BE UNDONE?=20
>Now here's something that I wonder about in this sort of decision =
>making: reversing the action.  As long as the decision can be undone, =
>this sort of decision making works (albeit not always comfortably; I =
>suspect it feels VERY messy right now because it is so different from =
>our norms).  What about those decisions that can't be reversed easily?  =
>I would hope that those issues would find their way into conversation =
>BEFORE action but not sure how that can be guaranteed.  Even if stated =
>as a given that irreversible actions are discussed first, in a list this =
>fluid, I'm not sure this can be sustained.  It is area I see for =
>exploration.
>
>ATTITUDE OF SERVICE
>One other aspect:  I think one of the characteristics of any healthy =
>system is that actions are taken because of an intention to serve others =
>and the whole.  In traditional organizations, one of the breakdowns that =
>happens fairly quickly is that serving the people with position power =
>becomes the focus for most everyone.  After all, they're the ones who =
>can provide the rewards.  In a CAS, when anyone can emerge as a leader =
>and the source and nature of rewards is less clear there is a very =
>different dynamic, one about which there is still much to learn.
>
>Well, after months of silence, here are a lot of words from me.  Enjoy =
>(or not).
>
>Love from sunny Seattle,
>Peggy
>
>_______________________________
>Peggy Holman
>The Open Circle Company
>15347 SE 49th Place
>Bellevue, WA  98006
>425.746.6274
>www.opencirclecompany.com
>
>*
>*
>=3D=3D=3D=3D=3D=3D=3D=3D=3D=3D=3D=3D=3D=3D=3D=3D=3D=3D=3D=3D=3D=3D=3D=3D=3D=3D=3D=3D=3D=3D=3D=3D=3D=3D=3D=3D=3D=3D=3D=3D=3D=3D=3D=3D=3D=3D=3D=3D=3D=3D=3D=3D=3D=3D=3D=3D=3D=3D
>OSLIST at LISTSERV.BOISESTATE.EDU
>------------------------------
>To subscribe, unsubscribe, change your options,
>view the archives of oslist at listserv.boisestate.edu,
>Visit:
>
>http://listserv.boisestate.edu/archives/oslist.html
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><DIV>I am so tickled!  I have been away from the list for a month =
>and as a=20
>result read about 200 messages in one sitting.  Perhaps because of =
>this=20
>concentration, I noticed something that excites me.</DIV>
><DIV> </DIV>
><DIV>The thread on hierachy was moving into a discussion =
>of the=20
>occurence of hierarchies in nature.  The=20
>focus shifted with Birgitt's message on the listserv archives =
>becoming=20
>more public.</DIV>
><DIV> </DIV>
><DIV>What I saw was that Birgit took us from the abstract -- talking =
>about=20
>hierarchies in nature -- to a real-life experience =
>of what it is=20
>like to be in a conscious self-organizing community's version of a=20
>hierarchy.  After all, Michael took on the role of leader (passion =
>bounded=20
>by responsibility) and made a decision that affected everyone on the =
>list. =20
>(BTW, I'm going to use the term CAS or complex adaptive system as a =
>near-enough=20
>substitute for conscious self-organizing community because it is MUCH =
>faster to=20
>type.)  I think decision making is a key aspect of what leaders, as =
>the=20
>tops of the hierarchy, do. I thin it is quite challenging to=20
>understand decision making in CASs. It is also a topic of =
>great=20
>interest for me.  The thoughts and examples from this real life =
>situation=20
>that follow are in no particular order.</DIV>
><DIV> </DIV>
><DIV>A CHANCE TO LEARN; DECISION MAKING IN A DIFFERENT SEQUENCE</DIV>
><DIV>What is currently playing out is a great chance for us all to learn =
>more=20
>about leadership and decision making -- key aspects of hierarchy =
>-- in=20
>CASs.  For one thing, I would say that the decision making process =
>didn't=20
>end with Michael's action, rather that is where the process =
>started.  And=20
>it is in action right now.  It is a bit elusive to see this =
>because we=20
>generally think of action following the decision -- whether behind =
>closed doors=20
>in a traditional hierarchy or in the circle or marketplace of a =
>CAS.  I=20
>submit that in this situation, the decision making process is =
>simply=20
>happening in a different order: </DIV>
><DIV> </DIV>
><DIV>--  an action was taken, </DIV>
><DIV>-- in the wonderful self-correcting way of CASs, the system, =
>through=20
>Birgitt, pushed back (even in a CAS, this can take an act of great =
>courage --=20
>thank you for that, Birgitt) </DIV>
><DIV>--  and now the community is engaged in reflecting on the =
>implications=20
>of the action.  </DIV>
><DIV>--  Ultimately, the conversation will wind down with =
>either=20
>another action or not -- in effect, a decision to stay the course =
>or alter=20
>it.  Certainly, learning will have occurred for=20
>many.  </DIV>
><DIV> </DIV>
><DIV>WHEN DECISIONS ARE OUT OF OUR CONTROL</DIV>
><DIV>One of the aspects of hierachy that people most dislike is that =
>they have=20
>no control over decisions that affect them.  In a traditional =
>organization,=20
>the leaders often make decisions without consulting=20
>others.  Yuk.  Michael fits the definition of leader in =
>an Open=20
>Space -- operating from personal passion bounded by =
>responsibility.  And=20
>guess what?  A decision he made affected all of us and just as in=20
>a traditional hierachy, someone in the system -- Birgitt -- spoke =
>out to=20
>say, as I understood her messages, that she didn't like the decision =
>being made=20
>without her having a say.  Makes sense to me!  Guess =
>whether the=20
>hierarchy emerges naturally or not the same dislike of =
>being=20
>affected by other's choices can arise.</DIV>
><DIV> </DIV>
><DIV>ROLE OF GOOD INTENTIONS</DIV>
><DIV>
><DIV>One good news aspect of organizations and communities that operate =
>as=20
>a CAS: the people in them seem to consistently hold the belief that =
>
>people's intentions guide actions that are on behalf of the whole.  =
>No one=20
>questioned Michael's motive was to serve the community and open more =
>space in=20
>the world.  I guess in traditional hierarchies, when people believe =
>the=20
>leadership is well intentioned, they are called enlightened despots or=20
>benevolent dictators and when there isn't a belief that leaders operate =
>for the=20
>good of the whole, the leaders are called tyrants.  =
>Personally, I=20
>think there's something about what binds the CAS together that makes =
>acting for=20
>the good of the whole highly likely to be the case.  I may mangle =
>this a=20
>bit, but I believe CASs form around strange attractors.  =
>In social=20
>systems, I think of the organization or community's purpose as the=20
>attractor.  In the case of this community, while Chris Weaver's =
>comment=20
>about OSlist's purpose not being explicit is true, people pretty =
>consistently=20
>talk about this as a place of support and connection, a place to tell =
>stories,=20
>ask questions, learn, mentor and be mentored in that oh so =
>wonderful act of=20
>opening and holding space in the world.  So, while not explicit, =
>those who=20
>are attracted and stay are in pretty close proximity on purpose.  =
>Anyway, I=20
>think that when people connect through a shared sense of purpose and act =
>from=20
>personal passion and responsibility, spirit comes out to play.  =
>This seems=20
>to bring out the best in us, hence actions, are well intentioned.</DIV>
><DIV> </DIV>
><DIV>RISKS OF LEADERSHIP AS DEFINED BY PASSION AND =
>REPSONSIBILITY</DIV>Are there=20
>risks in this approach to leadership -- passion bounded by=20
>responsibility?   Absolutely.  Who knows what independent =
>action=20
>someone might take without fully understanding the impact?  I think =
>this is=20
>in part why people comfortable in traditional organizations find the =
>idea of an=20
>organizational CAS so unnerving.  </DIV>
><DIV>
><DIV> </DIV></DIV>
><DIV>
><DIV>FLUIDITY OF DECISIONS</DIV>
><DIV>A big difference between the traditional and what is happening here =
>is the=20
>degree of fluidity around action and decision.  </DIV>
><DIV>In a tradtional organization, this are pretty rigid.  You may =
>not=20
>like a decision or know the rationale, but you know who did =
>it. =20
>In a CAS, as Birgitt pointed out, other than Michael, it isn't at all =
>clear who,=20
>if anyone else, was involved.  Does it matter?  I don't know =
>but it=20
>does speak to the fluidity of decision making in a CAS -- it can come =
>from=20
>anyone at anytime.  No wonder many managers find OS =
>terrifying!</DIV>
><DIV> </DIV>
><DIV>Traditionally, a decision is made, executed and it's =
>complete. =20
>Perhaps there's some reflection and adjustment but it is often quite=20
>difficult.  In the CAS I think there is a different framework =
>to=20
>be learned: nothing is linear, just having a beginning and an =
>ending. =20
>Everything is part of a larger pattern, a cycle.  Rather than =
>seeing a=20
>decision as a one-time event, I think it is useful to learn to=20
>experience a decision as part of a flow, inspired by =
>something=20
>that came before and ever shifting as more is learned.  One great =
>aspect of=20
>this is the recognition that nothing is fixed, decisions can always be =
>changed=20
>(even if it isn't always easy).  I think this makes experimentation =
>much=20
>less stressful and much more fun.</DIV>
><DIV> </DIV>
><DIV>ANOTHER ROLE OF BUTTERFLIES</DIV>
><DIV>Just as in traditional organizations, people may be challenged by =
>the=20
>decision or discussion and leave the list or become fearful that =
>speaking out is=20
>too risky.  I think CASs have a nice way of dealing with this: =
>
>butterflies.  I learned a few years ago of this aspect=20
>of butterflies --conversations that people don't feel =
>ready or=20
>safe enough to have in the whole group or even in the marketplace.  =
>
>Ultimately the butterfly conversations resolve and disappear, =
>become=20
>clear enough to be voiced in a more visible way or run into someone who =
>takes=20
>the leadership (passion bounded by responsibility) to speak it in the=20
>marketplace or the whole.  I am willing to bet that Birgitt has had =
>some=20
>behind the scenes conversations with some folks - butterflies in =
>flight. =20
>(Birgitt -- if you're willing -- please let us know if this is the=20
>case.)</DIV></DIV>
><DIV> </DIV>
><DIV>CAN ACTIONS BE UNDONE? </DIV>
><DIV>Now here's something that I wonder about in this sort of decision =
>making:=20
>reversing the action.  As long as the decision can be undone, this =
>sort of=20
>decision making works (albeit not always comfortably; I suspect it feels =
>VERY=20
>messy right now because it is so different from our =
>norms).  What=20
>about those decisions that can't be reversed easily?  I would hope =
>that=20
>those issues would find their way into conversation BEFORE action but =
>not sure=20
>how that can be guaranteed.  Even if stated as a given that =
>irreversible=20
>actions are discussed first, in a list this fluid, I'm not sure this can =
>be=20
>sustained.  It is area I see for exploration.</DIV>
><DIV> </DIV>
><DIV>ATTITUDE OF SERVICE</DIV>
><DIV>One other aspect:  I think one of the characteristics of any =
>healthy=20
>system is that actions are taken because of an intention to serve others =
>and the=20
>whole.  In traditional organizations, one of the breakdowns that =
>happens=20
>fairly quickly is that serving the people with position power becomes =
>the focus=20
>for most everyone.  After all, they're the ones who can provide the =
>
>rewards.  In a CAS, when anyone can emerge as a leader and the =
>source=20
>and nature of rewards is less clear there is a very different dynamic, =
>one about=20
>which there is still much to learn.</DIV>
><DIV> </DIV>
><DIV>Well, after months of silence, here are a lot of words from =
>me.  Enjoy=20
>(or not).</DIV>
><DIV> </DIV>
><DIV>Love from sunny Seattle,</DIV>
><DIV>Peggy</DIV>
><DIV> </DIV>
><DIV>_______________________________<BR>Peggy Holman<BR>The Open Circle=20
>Company<BR>15347 SE 49th Place<BR>Bellevue, WA  =
>98006<BR>425.746.6274<BR><A=20
>href=3D"http://www.opencirclecompany.com">www.opencirclecompany.com</A></=
>DIV></BODY></HTML>
>*
>*
>=3D=3D=3D=3D=3D=3D=3D=3D=3D=3D=3D=3D=3D=3D=3D=3D=3D=3D=3D=3D=3D=3D=3D=3D=3D=3D=3D=3D=3D=3D=3D=3D=3D=3D=3D=3D=3D=3D=3D=3D=3D=3D=3D=3D=3D=3D=3D=3D=3D=3D=3D=3D=3D=3D=3D=3D=3D=3D
>OSLIST at LISTSERV.BOISESTATE.EDU
>------------------------------
>To subscribe, unsubscribe, change your options,
>view the archives of oslist at listserv.boisestate.edu,
>Visit:
><p>
>http://listserv.boisestate.edu/archives/oslist.html
>
>------=_NextPart_000_003E_01C41829.D7BF70F0--





Michael M Pannwitz
boscop
Draisweg 1
12209 Berlin, Germany
FON +49 - 30-772 8000     FAX +49 - 30-773 92 464
www.michaelmpannwitz.de
www.openspace-landschaft.de

An der E-Gruppe "openspacedeutsch" für deutschsprechende open space-PraktikerInnen interessiert? Enfach eine mail an mich.

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To subscribe, unsubscribe, change your options,
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Visit:

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