Help in planning an approach to an organization with great value differences

[Lisa Heft]

Hello, dear Sully and also Jennifer (and hi, darling Chris!)-

[Bob Sullens and Jennifer Hurley wrote about using OS for strategic
planning in faith communities where there were differences in opinions
and values]

Bob, you may have heard me tell about this - but I used Open Space quite
successfully in two instances where churches wanted to do strategic
planning and when there were huge differences in what the participants
felt were the essential key points/issues/values.  In both cases one of
the largest differences of opinion where between those who wanted the
directly-by-the-original-word, classic rituals, works and activities (we
might call this pre-Vatican 2 in the Catholic Church - is that right? or
'conservative') and those who wanted the church to respond more to what
they feel are current-yet-timeless issues/points/values (what we might
call more 'progressive' - such as those asking for more on what they
felt were the needs of today's diverse parishioners: social justice
issues, more women and youth involvement, inclusion and support of gay
and lesbian members, 'more guitar music less organ music', even in some
cases public church response against war and so on).  In both cases the
more conservative folks felt a bit pushed aside by the newer or more
progressive folks and the churches wanted to help them all feel
included, engaged, essential to the life of the church and its
community.

There were also tensions about programs to be funded versus programs to
be let go, and so on.

In both cases Open Space was in fact the only thing the client/church
thought would work (allowing for differences to be heard and for people
to see each other across differences, engage in common passions and so
on and take personal responsibility for naming things, for actions they
wished to further and so on).  And in both cases it was apparently the
first time people felt heard, acknowledged in their differences,
included (even if they did not have a majority opinion) and so on.  Also
in both cases the topics and discussions informed the strategic plan
(one client even developed a prayer for the strategic/pastoral plan and
other rituals that fit into the church's culture and community).

And as usual, it was 'typical' Open Space, in that there was a lot
required for pre-work (the host team had to invite for diversity, and
keep on inviting other thinkers into the room until the day the OS
began; some key budget areas such as funding for infrastructure had to
be identified; in one case extensive surveys and facilitated processes
in a large diocese gathered data to see what were the 3 top issues
parishioners agreed should be funded [this again found out in ADVANCE of
the OS], and so on.

Regarding convergence and action - I find it is always helpful to find
out if this is really needed, what the mechanisms are for follow-through
and so on.  Sometimes clients/sponsors think they need action but
there's another committee who will be responsible for that at another
time (so it's really an advisory vote and should be framed as such for
participants at opening and closing) or another mechanism for choosing
issues.  I personally enjoy the reopening of space for any action items
that participants may wish to champion, after thoroughly warning
clients/sponsors that they may not see what they expect emerge at that
point.

In one case I only had 1 day to do it, even though there was existing
conflict identified (of course I pushed for more time - conflict does so
well with at least an overnight - but we were limited to that one day);
in another case the OS was 1.5 days in September and then 1.5 days in
November.

I hesitate to do convergence in a short OS (less than 2 or 2.5 days) but
in the event of the 1-day strategic planning event we had to show a
decision-making team what the 'will of the people' was - so I had
participants post their written notes all around the room, gave them 30
minutes to catch up on reading the notes, then I invited them to place 1
sticky-dot (in red) onto the topics they wished the team to pursue
further and then go again, placing a green sticky-dot on those topics
which they will personally act on (no matter whether there's a committee
acting on it or not).  Both 'dots' informed the committees of the
peoples' energies (at least as a 'snapshot' for that moment), plus the
personal action dot helped individuals take responsibility for the items
that mattered to them, whether or not they were chosen by a majority.

Jennifer - I have never had a problem with doing the Opening and agenda
setting on evening 1 (or even that plus a session or two) and then a
brief re-opening (just a reminder or two and a chance to announce
'late-breaking issues - the 'typical' Morning News) the next day for
sessions - as long as you (the facilitator) keep the energy open and
don't try (or let them try) to summarize or anything on Friday night.
And it depends where the meals are, Jennifer - are they eating 6-7p? can
they arrive 8:30a on Saturday to have breakfast snacks and so be able to
start at 9? ...and so on.  As many of my colleagues, I fight for every
bit of extended 'time real estate' I can get.

Okay but I do run on.

They are lucky to have you, Jennifer and Bob...

Lisa

________________________________

L i s a   H e f t
Consultant, Facilitator, Educator
O p e n i n g  S p a c e
2325 Oregon
Berkeley, California
94705-1106   USA
+01 510 548-8449
 <mailto:lisaheft at openingspace.net> lisaheft at openingspace.net
 <http://www.openingspace.net> www.openingspace.net


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