Training Magazine Interview (still long but reformatted)

Fri Feb 29 12:49:06 PST 2008

Somehow OSLIST munched the formatting of the piece I just sent rendering it
(to me) basically unreadable. So I thought I would try again. 

****************************

DO YOU LONG FOR WIDE OPEN SPACES?

Want to get some real work done? Forget meetings. Throw out the agendas
prepared in lengthy meetings that are never followed. Scrap the PowerPoints
and flowcharts and make your next meeting an "un-meeting" with open space
technology.

That's the advice of Harrison Owen, the originator of "open space
technology" and the author of Open Space Technology: A User's Guide
(Berrett-Koehler Publishers, 3rd Edition, Spring 2008). 
Owen, along with 85 other "brave" souls, originated the open space concept
back in 1985 at the Third Annual International Symposium on Organization
Transformation, held in Monterey, Calif. 
When participants arrived at the event, the only things they knew were when
it would start, when it would end and what the general theme of the
conference might be. There was no agenda and no planning committee, and the
only facilitator in evidence disappeared after several hours. 
The 85 participants sat in a circle. As each person determined that he had
some area of exploration he would like to pursue, he wrote a brief
description on a small placard, announced his topic to the group, posted the
placard on the wall and sat down. When no further topics were posted, the
original proposers determined the time and place for meeting, and anybody
interested in a particular topic signed up. That was it. Two-and-a-half
hours later, an agenda for a three-day event had been completely planned,
including multiple workshops -- all with conveners, times, places and
participants. 

The result? Excellence, profound accomplishment, and breakthrough learning,
according to Owen and thousands of others, who have been facilitating open
space gatherings at conferences and within organizations for 23 years. To
date, Open Space has been used in excess of 100,000 times in 134 countries.
The actual process has changed little, if at all, over the years. However
the necessary "start-up" time has fallen to somewhere between and hour and
an hour and a half, even with groups of 2000 and more. 

Training Executive Exchange recently spoke to him about how open space can
be put to work by trainers and managers within their own organizations -
either as an alternative to meetings or as an alternative to training
itself:

TEE: If trainers want to use their money wisely, should they spend less time
organizing, planning and designing instruction and more time gathering
employees together in open space environments? 

Owen: I think so, and so would thousands of my colleagues, but I am sure
others would disagree. It seems that some people actually enjoy all the
organizing, planning and designing even though no meeting or conference ever
ran the way it was supposed to. Somehow or another, the schedule slipped,
the agenda was not followed, and that careful design had to be revised
multiple times during the course of the gathering. A worst case scenario,
which actually happened to me 25 years ago - after spending one full year in
the planning/design process, the great occasion occurred and everybody
(myself included) found the best parts happened in the coffee breaks. So
much for one year's effort! But I learned something. Forget all the rest --
just have one big coffee break. And that is precisely the genesis of Open
Space Technology.

TEE: Say I want to try using open space at my company. Are there "right"
conditions for doing so?

Owen: Open space is appropriate in any situation where there is a real
business issue to be solved marked by high levels of complexity, in terms of
the issues to be resolved, high levels of diversity in terms of the people
needed to solve it, high levels of conflict (potential or actual), and a
decision time of yesterday. Given these conditions, open space is not only
appropriate, but always seems to work. I should also note that size is
irrelevant. Open space works with groups of all kinds, ranging in size from
five to 2,000-plus. Having said all that, it is important to specify what
"works" means. If "works" means that the group will create and pursue its
own agenda in multiple task groups without any facilitator intervention - I
have never seen a situation where that did not take place. If "works" means
the group will arrive at some useful conclusions, which usually have never
been thought of before - my answer would be the same. However, if "works"
means that 5 years after the event, everything is going swimmingly, I think
the jury is still out on that one. 

TEE: How might these "right" conditions apply to determining whether open
space is an appropriate alternative to a given training program? 

Owen: If the specified conditions are present, the decision to use Open
Space or some other approach (Future Search, Realtime Strategic change, and
to some extent Appreciative Inquiry, to name a few) seems to depend largely
on the style and comfort levels of the sponsor and the facilitator. If both
these individuals are prepared to fully trust the people involved to
responsibly pursue the issue at hand, and genuinely believe that the people
on the firing line are probably the only ones who fully understand that
issue and the best ones to find a solution - then Open Space is the obvious
choice, I think. On the other hand, if there are some reservations, small or
large, then some other approach would probably be in order. There is an old
mantra: Trust the Process! In the case of Open Space that trust would seem
to be warranted, given the global experience. But personally, I think there
is another mantra which is even more important: Trust the People.

TEE: What are the benefits of open space, in your estimation?

Owen: Open space creates an environment that allows diverse, often
conflicted groups of people to manage hugely complex issues in minimal
amounts of time, with no advance agenda preparation, and little, to no,
overt facilitation. Typically, by the conclusion of a gathering, the
following has been accomplished: 
*	Every issue of concern to anybody had been laid upon the table. 
*	All issues were discussed to the extent that anybody cared to do
that. 
*	A full written record of all discussions existed and was in the
hands of all participants. 
*	All issues were ranked in priority order.
*	Critical "focal issues" had been isolated and next-step actions
identified for their resolution.

TEE: Say I'm holding an open space gathering. How do I get participants on
board with the concept?

Owen: If by "get the participants on board" you mean how you get things
moving, the answer is almost ridiculously simple. Invite the people to sit
in a circle, post their issues of concern on a bulletin board (usually a
large wall), negotiate time, space, participant arrangement in a market
place - and go to work. And for the facilitator, it is time to get out of
the way. I usually go for a good walk or take a nap. 
On the other hand, if what you mean is how to convince participants to use
the concept - my answer is - I never try. Prior to the gathering when
meeting with the client/sponsor, I am quite happy to describe the process
(see above) and outline the global experience (100,000+ iterations, 134
countries, 23 years, for purposes including designing buildings, peacemaking
in the Middle East, corporate strategic planning). But they will have to
choose if it is right for them. The simple fact of the matter is that what
happens in Open Space violates virtually every principle and practice I know
of in terms of the organization of meetings, indeed organization itself. It
is often perceived as counter-intuitive and wrong. Explanations under these
conditions usually make the situation worse.  And I certainly make no
attempt to "explain" Open Space when starting an actual event. It usually
takes 15 minutes, or less, to bring the group from passively sitting in a
circle to overt, self-initiated action. From that point on, the role of the
facilitator is minimal to invisible. More to the point, explanations are no
longer necessary. Why explain when the people are already at work?
I grant that all of this may seem very cavalier, but over the years I have
discovered that most people, with the exception of strange people such as
ourselves (facilitators and trainers) - are not interested in process. They
want results. And when the results start to come in, they are even less
interested.
I must also confess that I have become profoundly interested in the
question: Why/How does Open Space work? In the beginning I had to admit,
there was nothing in my prior experience, or knowledge of the organizational
literature which suggested that it could work. But it did. More recently,
the Open Space experience has become a wonderful natural experiment into
which I have serendipitously fallen. The answer, I think, has everything to
do with what we are now learning about self organizing systems. I have
written a number of books on the subject, and for the curious, clients or
participants, I am always happy to share. If you want more information you
might check out my website www.openspaceworld.com of the website of the Open
Space Institute www.openspaceworld.org  

TEE: Are there any absolute no-nos that those interested in doing something
like this should keep in mind?

Owen: Relinquish control: The only way to bring an open space gathering to
its knees is to attempt to organize and control it. Don't do it! Open Space
Technology works because self-organization works. Organizing a
self-organizing system is not only an oxymoron; it is also frustrating,
non-productive, and a real pain. So relax, and stop working so hard.

www.trainingsummit.com
Want to learn more about open space technology? See it in action for
yourself at Training magazine's upcoming Training Leadership Summit. The
event, which gathers together an exclusive group of senior in-house training
professionals, is slated for May 4-7 at the Rancho Bernardo Inn in San
Diego, Calif. An entire day of the conference (May 6) will feature open
space, with Owen himself as the facilitator. To learn more or to register,
visit www.trainnigsummit.com. 

Harrison Owen
7808 River Falls Drive
Potomac, Maryland   20854
Phone 301-365-2093
Skype hhowen
Open Space Training www.openspaceworld.com <http://www.openspaceworld.com/>

Open Space Institute www.openspaceworld.org
Personal website www.ho-image.com 
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>From  Sat Mar  1 10:05:18 2008
Message-Id: <SAT.1.MAR.2008.100518.0100.>
Date: Sat, 1 Mar 2008 10:05:18 +0100
Reply-To: c.pfaehler at bluewin.ch
To: OSLIST <OSLIST at LISTSERV.BOISESTATE.EDU>
From: Catherine Pfaehler <c.pfaehler at bluewin.ch>
Organization: Catherine Pfaehler
Subject: Where does OS end, where does OD start?
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Dear friends

After a very successful OS with cancer patients last November, with
wonderful feedbacks from participants as well as from the top of the
organisation itself, I got the feedback this week in our last meeting from
the responsible project manager that I often acted in the field of OD, which
was not my task and sometimes felt as disrespectful. (I will ask back in
what details this was felt most - but for now, it seems that the questions I
asked in order to thoroughly understand the way this well-established
organisation functions were already going too far.) From my work as
administrative manager in our furniture workshop www.wohngeist.ch
<http://www.wohngeist.ch/> , I am used to think in processes and terms of
organisation. This might cause my blind spot in this area.

I admit to have a shadow side of "need to know" and "need to control"
(thanks again for that great tool, shadows of the facilitator!). I do want
to make sure I understand the client and their environment well so that I
say the right things when I make my normal announcements during an OS. But I
also feel the need to be honest and clear about the fact that OS WILL change
the organisation (in connection to the required openness to the results from
my sponsor). How explicit do you get on this point? What's honesty, what's
telling too much?

And how do you separate OS from OD? Sometimes, when I find a committed
organisation not quite ready for OS, I help them get there by pointing to
what's missing or needs further consideration, e.g. in formulating the
invitation - is that already OD? Sometimes, my way of support is greatly
appreciated and seen as part of the normal preparation process where
everybody flows towards the event and develops naturally - but sometimes, as
in the case above, it is seen as disrespectful. How do I discern the two,
where are the boundaries to be careful around? 

Grateful for your inputs - Catherine

Catherine Pfaehler Senn

lic.oec.HSG

Open Space Begleitung

Kellersriedweg 8

CH - 2503 Biel

+41-(0)32 - 365 68 41

c.pfaehler at bluewin.ch

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<p class=MsoNormal><font size=2 face=Arial><span style='font-size:10.0pt;
font-family:Arial'>Dear friends<o:p></o:p></span></font></p>

<p class=MsoNormal><font size=2 face=Arial><span style='font-size:10.0pt;
font-family:Arial'><o:p> </o:p></span></font></p>

After a very successful OS with cancer patients last November,
with wonderful feedbacks from participants as well as from the top of the organisation
itself, I got the feedback this week in our last meeting from the responsible
project manager that I often acted in the field of OD, which was not my task
and sometimes felt as disrespectful. (I will ask back in what details this was
felt most – but for now, it seems that the questions I asked in order to thoroughly
understand the way this well-established organisation functions were already
going too far.) From my work as administrative manager in our furniture
workshop <a href="http://www.wohngeist.ch/">www.wohngeist.ch</a>, I am used to
think in processes and terms of organisation. This might cause my blind spot in
this area.<o:p></o:p>

<p class=MsoNormal><font size=2 face=Arial><span lang=EN-GB style='font-size:
10.0pt;font-family:Arial'><o:p> </o:p></span></font></p>

I admit to have a shadow side of “need to know”
and “need to control” (thanks again for that great tool, shadows of
the facilitator!). I do want to make sure I understand the client and their
environment well so that I say the right things when I make my normal announcements
during an OS. But I also feel the need to be honest and clear about the fact
that OS WILL change the organisation (in connection to the required openness to
the results from my sponsor). How explicit do you get on this point? What’s
honesty, what’s telling too much?<o:p></o:p>

<p class=MsoNormal><font size=2 face=Arial><span lang=EN-GB style='font-size:
10.0pt;font-family:Arial'><o:p> </o:p></span></font></p>

And how do you separate OS from OD? Sometimes, when I
find a committed organisation not quite ready for OS, I help them get there by
pointing to what’s missing or needs further consideration, e.g. in
formulating the invitation – is that already OD? Sometimes, my way of
support is greatly appreciated and seen as part of the normal preparation process
where everybody flows towards the event and develops naturally – but sometimes,
as in the case above, it is seen as disrespectful. How do I discern the two,
where are the boundaries to be careful around? <o:p></o:p>

<p class=MsoNormal><font size=2 face=Arial><span lang=EN-GB style='font-size:
10.0pt;font-family:Arial'><o:p> </o:p></span></font></p>

<p class=MsoNormal><font size=2 face=Arial><span lang=EN-GB style='font-size:
10.0pt;font-family:Arial'>Grateful for your inputs – Catherine<o:p></o:p></span></font></p>

<p class=MsoNormal><font size=2 face=Arial><span lang=EN-GB style='font-size:
10.0pt;font-family:Arial'><o:p> </o:p></span></font></p>

<p class=MsoAutoSig><font size=2 face="Comic Sans MS"><span lang=EN-GB
style='font-size:10.0pt;font-family:"Comic Sans MS"'>Catherine Pfaehler Senn<o:p></o:p></span></font></p>

<p class=MsoAutoSig><font size=2 face="Comic Sans MS"><span style='font-size:
10.0pt;font-family:"Comic Sans MS"'>lic.oec.HSG<o:p></o:p></span></font></p>

<p class=MsoAutoSig><font size=2 face="Comic Sans MS"><span style='font-size:
10.0pt;font-family:"Comic Sans MS"'>Open Space Begleitung<o:p></o:p></span></font></p>

<p class=MsoAutoSig><font size=2 face="Comic Sans MS"><span style='font-size:
10.0pt;font-family:"Comic Sans MS"'>Kellersriedweg 8<o:p></o:p></span></font></p>

<p class=MsoAutoSig><font size=2 face="Comic Sans MS"><span style='font-size:
10.0pt;font-family:"Comic Sans MS"'>CH - 2503 Biel<o:p></o:p></span></font></p>

<p class=MsoAutoSig><font size=2 face="Comic Sans MS"><span style='font-size:
10.0pt;font-family:"Comic Sans MS"'>+41-(0)32 - 365 68 41<o:p></o:p></span></font></p>

<p class=MsoPlainText><font size=2 face="Comic Sans MS"><span style='font-size:
10.0pt;font-family:"Comic Sans MS"'>c.pfaehler at bluewin.ch<o:p></o:p></span></font></p>

<p class=MsoNormal><font size=3 face="Times New Roman"><span style='font-size:
12.0pt'><o:p> </o:p></span></font></p>

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>From  Sat Mar  1 16:51:52 2008
Message-Id: <SAT.1.MAR.2008.165152.0500.>
Date: Sat, 1 Mar 2008 16:51:52 -0500
Reply-To: 76066.515 at compuserve.com
To: OSLIST <OSLIST at LISTSERV.BOISESTATE.EDU>
From: douglas germann <76066.515 at compuserve.com>
Subject: Re: Where does OS end, where does OD start?
In-Reply-To: <067301c87b7b$5f62bf40$04000100 at Toshiba>
Content-Type: text/plain
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Catherine--

Not sure I have enough of an understanding of what your situation is.
What I am understanding is that you are consulting with a company not
your employer about a possible opening of space, or about a prior one,
and that the manager who is your chief contact has said your questions
are disrespectful. So it is to this that I respond. If I have
misunderstood your situation, then I apologize for being off the mark.

What I am getting from your post is not that you are disrespectful,
Catherine, but that you have touched the exact sore spot that needed
touching. Something there is causing pain for this person and possibly
for the other people involved. The answer may be more questions and not
fewer.

What I mean is to ask this manager privately why it is an issue that you
have asked the questions you have--which is exactly what you said you
planned to do. Your instincts are good, Catherine.

It might just be that if you can get this person talking, you will find
out other questions you can ask and other space that needs opening. As
Harrison would probably say, open more space, in this case to let this
person talk. Often people will solve their own problem and thank you for
your help!

		:- Doug.

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