needing some advice

[Pankaj Bhargava]

That's an interesting way to look at it. In practical terms would I be right in understanding that Jon needs to identify a team willing to act, get them going, share the outcomes publicly and then move on to the next. And keep doing this till it is a critical mass.

Regards

Pankaj

-- original message --
Subject:	Re: needing some advice
From:	Harrison Owen <hhowen at verizon.net>
Date:		28th July 2007 7:10 am

Jon -- I think you "OD Intuition" is working splendidly. The strategy
proposed by "the opposition" is pretty obvious. They want you to create a
management team which they can control (overtly or covertly). But you must
understand, as I am sure you do understand, that this is an argument you can
never win. So don't argue -- Do! What I mean is don't get all philosophical,
focus on program and practicality. Specifically -- identify the concrete
programmatic needs/opportunities which involve everybody -- and open space,
after space, after space. Keep moving. Fast!! And each time you Open Space,
drive towards action. Create a website where action plans can be displayed,
conversations continued, and concrete results (presuming there are some)
celebrated. This really all about transparency. If you keep everything
public (not hidden in some "management committee") folks will quickly see
what is working and/or not -- and who is doing what, or not. 

I had essentially the same situation you are facing (I think) some 30 years
ago. My responsibility was to implement a (US) Congressional mandate
requiring the divisions of a very large federal (health) agency to
collaboratively pursue some new program directions that they had never seen
as part of their mission -- and had no desire to change. I had no budget, no
(official authority) and I was essentially brand new to the agency. My
advisors told me that I must immediately get some budget, claim authority
and force the action. I knew that would be ineffective -- but more to the
point -- suicidal. Instead I moved fast, usually below the radar and opened
programmatic spaces that challenged and excited people. As soon as the
action would start and take some definitive form I got out of the way. At
the end of the first year and a half, we had something like 100 million
dollars of other people's money committed to the new  collaborative program.
Now some 30 years later, the whole thing has become essentially a new
discipline with departments in most medical schools, a journal, and a
professional society. But you got to keep moving, open space, and get out of
the way.

Harrison

-----Original Message-----
From: OSLIST [mailto:OSLIST at LISTSERV.BOISESTATE.EDU] On Behalf Of Jon Harvey
Sent: Friday, July 27, 2007 6:44 PM
To: OSLIST at LISTSERV.BOISESTATE.EDU
Subject: needing some advice

Hi all

I have a new job - where my role is to coordinate the collaboration of a 
number of independent but connected agencies - they share a common 
concern but are geographically distinct. But they (and the public they 
serve) would greatly benefit from closer working between them - either 
by creating new joint functions or harmonising their existing 
operations. This can and will increase effectiveness and efficiency.

At the moment - I have no team as such beyond a very capable PA and a 
chap who has been allocated to me - on a temporary basis. I am three 
weeks into this new role. I see my role as helping to create the 
conditions into which these sovereign agencies (with some very forceful 
people at their helm) feel able and trustful enough so that they cede 
some of their autonomy and establish some new (arms length) business 
units. To date (before my arrival) - a number of business cases had been 
produced for taking this strategy forward.

My dilemma is this (and your perspectives would be helpful): I am 
getting pressure from one (and one other) of the more 'pushy' agencies 
to recruit and establish a programme management team that would (in 
effect) wrest control of these embryonic collaboration projects away 
from the agencies themselves and place it under the mantle of the 
regional programme team. The argument being that only with this level of 
'support' and 'drive' would the projects come to fruition. My OD bones 
are telling me otherwise - as I think I want to keep the space open - 
and have the ownership of the projects resting very firmly with the 
agencies themselves - in other words I think they have to own their own 
collaboration initiatives (not the central / regional team).

So am I wrong to sticking with my OD intuition?

If not - what should be my arguments for going for a more facilitative / 
hands off and slimmer team - that works in an open and OD way? (We have 
a critical meeting next week - and I fear there will be attempts to 
bounce me into the more directive programme team model - before I have 
had the chance to test the water some more - as the other agencies may 
also be thinking the same....)

It's is a bit complex I know - and I know I have also talked in some 
oblique code for the sake of confidentiality (I am afraid) - but your 
insights would be valuable. I can't think of a bunch of wiser kindred 
people than you lot on the OST listserv - who might be able to offer me 
some helpful / cogent / challenging advice...

In advance - thanks.

Jon

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