Convergence or Group Consensus

Fri Mar 14 11:17:48 PDT 2008

not much to add to this, marty.  i don't think i can recall a single
situation where the group ran off with control of the organization, went off
and cashed a big blank check.  the open space does not wipe out all past
conversations, current procedures, existing relationships, etc.  everything
that happens in open space is shaped by all of what IS in the org.  as
harrison says, if they need a million dollars...

also, the time for action comes on day three.  the conversations go on for
two days before that.  the agenda is mostly, usually pretty complete by the
morning of day one, that gives leaders 48 hours to consider what if anything
of that feels dangerous.  and then there is not usually any need to squish,
only to be clear that the process for allocating a million dollars is still
in place... to be clear about what criteria have to be met to get whatever
is being suggested...

another fallback for action, if leadership still can't decide what to do
with things is a line i learned at osonos 4, from giles hopkins... "now that
you've read the book, what actions can be taken now, *with discretionary
time and resources*...."  at the very least, and with really minimal risk, i
think, you can always fall back to this sort of a question.  can invite
projects with 'discretionary resouces' and 'other resources' if you like.
but the discretionary part means that there's always some action planning to
be done.

i remember one group of leaders that agonized for a year over identifying
'adative challenges' and then over whether or not to "educate" top 60 or so
folks on "adaptive challenges" accordiing to a book called 'surfing the
chaos."  they wrote an invitation that asked people to come and talk about
the things that kept them up at night and made palms sweat.  they chose not
to 'educate' and when the issues went up, they stood back quietly with their
list of issues, and found that the group had proposed sessions that dealt
somehow with all of them.  then on the morning of day two, there was a bit
of a revolt.  people thought they were doing something wrong -- because
they'd raised all the most important issues, but there was also general
agreemtn that they weren't deadly scary things... "not making my palms
sweat" says one in morning news.  big debate follows, should they be scared,
afraid, sweating?  and if they aren't, are they missing something?  well,
turns out in the end that what senior leadership thought was very scary and
'adaptive challenges' -- critical changes in the business that we've never
made before -- was seen as just part and parcel of the everyday work of the
folks on the front lines.

i know it's always a dance to assure without guaranteeing something we can't
control... and at the same time, i think most of the dragons that people
imagine they might meet in open space turn out to be either pure fantasy or
really good friends.

good luck!  m

On Fri, Mar 14, 2008 at 11:41 AM, Harrison Owen <hhowen at verizon.net> wrote:

>  Marty – the issue you raise is (obviously) a real one – and the
> suggestions that Diane and Stuart makes can deal with the problem. But for
> myself, I prefer a different approach which starts with some very serious
> conversation with the sponsor (the management) BEFORE I ever agree to do the
> Open Space. The conversation centers on what they are expecting and how are
> they going to deal with the results.
>
>
>
> It if turns out that they are anticipating results totally in line with
> the current Plan, I suggest that they may be seriously limiting the group's
> potential contributions to the detriment of the future of the organization.
> They are also making an assumption (a faulty one I believe) that they are
> the only ones who can have good ideas combined with the necessary skill and
> resources to secure the implementation of those ideas.
>
>
>
> I understand that some of our colleagues feel that this sort of limitation
> is appropriate and therefore certain "givens" are specified to calm the
> nerves of anxious managers. In a word some things are simply placed off
> limits.
>
> Truthfully I have never seen this work very well. It is almost inevitably
> the case that the given No/Nos are discussed anyhow, but surreptitiously and
> therefore depriving the organization as a whole of some useful conversation,
> which at the very least might expose an elephant or moose hiding under the
> table. On the other side of the ledger, such limitations may well prevent a
> whole new business opportunity from emerging. That can get very expensive
> (in terms of lost revenue) and in these days where the "agile, innovative
> organizations" are the premium class – all of this seems to be going in
> diametrically the wrong direction.
>
>
>
> So no givens, no limits – But does that mean that a blank check is being
> put upon the table?  No! If the management team were thought of as an
> investment group, they would be crazy and irresponsible were they to do such
> a thing. No investment group automatically funds/supports a proposal simply
> because it is offered. But if they refuse to look at offerings, their
> investment portfolio is going to get pretty thin.
>
>
>
> As an alternative I propose that the group be invited to go where it cares
> to go (Follow Passion with Responsibility). Their passion will generate the
> new ideas, but they must take responsibility for implementation, at least
> the first steps. Concretely this will mean that if the new idea requires a
> million dollars for implementation, they will have to make the pitch! And
> not all pitches will be successful. Most aren't. But at least the process is
> transparent and the integrity of the group sustained.
>
>
>
> Of course it may happen that the group came up with a scorchingly hot new
> idea which Management refuses to support – so the group takes off with the
> idea and creates a new business. But that's how new businesses are born. And
> woe to the management that consistently lets hot new ideas out the door. One
> might think of IBM and the PC, Bell Labs and the transistor to name a few.
>
>
>
> We often talk about trusting the process, but I really think it is all
> about trusting the people – which in my book is what Open Space is all
> about.
>
>
>
> Harrison
>
>
>
> Harrison Owen
>
> 7808 River Falls Drive
>
> Potomac, Maryland   20854
>
> Phone 301-365-2093
>
> Skype hhowen
>
> Open Space Training www.openspaceworld.com
>
> Open Space Institute www.openspaceworld.org
>
> Personal website www.ho-image.com
>
> OSLIST: To subscribe, unsubscribe, change your options, view the
> archives Visit: www.listserv.boisestate.edu/archives/oslist.html<http://listserv.boisestate.edu/archives/oslist.html>
>
>
>
> -----Original Message-----
> *From:* OSLIST [mailto:OSLIST at LISTSERV.BOISESTATE.EDU] *On Behalf Of *Martin
> Boroson
> *Sent:* Friday, March 14, 2008 9:08 AM
> *To:* OSLIST at LISTSERV.BOISESTATE.EDU
> *Subject:* Re: Convergence or Group Consensus
>
>
>
> Thank you Harrison, Michael and Michael for your simple, elegant
> suggestions.
>
>
>
> I am wondering how you (or anyone else) would handle this situation:
>
>
>
> The client is happy to open the space for issues and ideas, and happy to
> see some initial steps taken on those ideas, but doesn't want to give too
> much away in the convergence process (or the 'invitation to action phase').
> The client just isn't willing to give a green light, in advance, to whatever
> project emerges, and doesn't want to mislead the people assembled.  Would
> the re-opening of the space on the third day, with the question "What next?"
> imply that the setting of priorities is the group's decision?  Or that the
> participants can proceed with whatever they want afterward?  I imagine that
> many people leave Open Space events with this kind of expectation, only to
> face a different reality at work the next day.
>
>
>
> How would you handle this with the client?  How would you communicate this
> to the group? Any other thoughts?
>
>
>
> Many thanks,
>
>
>
> Marty
>
>
>
>
>
>
>
>
>
>
>   ------------------------------
>
> *From:* OSLIST [mailto:OSLIST at LISTSERV.BOISESTATE.EDU] *On Behalf Of *Harrison
> Owen
> *Sent:* 09 March 2008 21:52
> *To:* OSLIST at LISTSERV.BOISESTATE.EDU
> *Subject:* Re: Convergence for Group Consensus
>
>
>
> *Harrison*, I'd still love to know how you use five dots!
>
>
>
> This is highly complex, so pay close attention! Simply give out 5 sticky
> dots per person. Instructions are: Stick your dots where you care to. You
> could put all your dots on your favorite issue, or spread them out over
> several issues. You choose.  All of this presumes that the issue papers are
> still on the wall. When the pandemonium ceases, just count the dots and you
> will have the "winners."
>
>
>
> *Michael*, I'd love to know you facilitate a group in moving from reading
> the book of proceedings 'directly' to action planning.
>
>
>
> Needless to say I am not Michael, but I know how I do it. And this is not
> rocket science either. After they have reviewed "The Book" (usually 45 min
> to and hour), I say something like – Now you have read the book – where do
> you want to go next? It is time for action. At that point I simply open
> space again (without all the usual build up) by indicating the pile of
> papers and magic markers in the middle of the floor and invite anyone who
> cares – to identify any issue they want to move to action (take
> responsibility for it). Write it down, announce it, and post it on the wall.
> That issue could be one previously discussed, some combination, or something
> totally new. Anybody who care to join them does so, and the action teams are
> assembled. After about an hour we have q quick round of report outs on
> immediate next steps – and it is usually time for the closing circle.
>
>
>
> So go for it Michael!
>
>
>
> Harrison
>
> Harrison Owen
>
> 7808 River Falls Drive
>
> Potomac, Maryland   20854
>
> Phone 301-365-2093
>
> Skype hhowen
>
> Open Space Training www.openspaceworld.com
>
> Open Space Institute www.openspaceworld.org
>
> Personal website www.ho-image.com
>
> OSLIST: To subscribe, unsubscribe, change your options, view the
> archives Visit: www.listserv.boisestate.edu/archives/oslist.html<http://listserv.boisestate.edu/archives/oslist.html>
>
>
>
> -----Original Message-----
> *From:* OSLIST [mailto:OSLIST at LISTSERV.BOISESTATE.EDU] *On Behalf Of *Martin
> Boroson
> *Sent:* Sunday, March 09, 2008 2:10 PM
> *To:* OSLIST at LISTSERV.BOISESTATE.EDU
> *Subject:* Re: Convergence for Group Consensus
>
>
>
> Great discussion.  I'm very interested in this evolution of our
> understanding, and thanks to everyone for sharing your experience and
> wisdom.
>
>
>
> I assumed that the ability to facilitate 'natural convergence' is one of
> the most wonderful, magical, and marketable features of OST, and that the
> voting process, far from forcing consensus on a group, is just a way to
> reveal that convergence in a more obvious way (if it wasn't clear already).
>
>
>
>
> But on a more practical note, let me ask:
>
>
>
> - *Harrison*, I'd still love to know how you use five dots!
>
>
>
> - *Michael*, I'd love to know you facilitate a group in moving from
> reading the book of proceedings 'directly' to action planning.
>
>
>
> Thanks …
>
>
>
> Marty
>
>
>
>
>
> -----Original Message-----
> From: OSLIST [mailto:OSLIST at LISTSERV.BOISESTATE.EDU] On Behalf Of Michael
> M Pannwitz
> Sent: 07 March 2008 08:45
> To: OSLIST at LISTSERV.BOISESTATE.EDU
> Subject: Re: Convergence for Group Consensus
>
>
>
> After working for a while "by the book" and doing the 55 dots
>
> convergence followed by action planning around the 7 most highly voted
>
> issues I came to the conclusion that I, clients,the real business issue
>
> at hand, the world, etc. dont benefit much from consensus (especially by
>
> voting) but get real mileage out of PASSION.
>
> Since then I have successfully convinced clients/sponsors to move
>
> directly from the divergent phase closed by reading the book of
>
> proceedings to action planning.
>
> Open Space Technology from where I stand is an action orienting (not
>
> "action oriented")process that runs on passion and responsibility. Of
>
> course, following that course seems risky to many, lets have consensus
>
> first. My repeated experience in OST events has been, however, that
>
> regardless of what "consensus" processes produced, action required
>
> needed passion and responsibility. Projects evolved independent, outside
>
> of, in contrast to the "consensus" apparently found in "convergence" and
>
> the issue with the highest number of dots led to no direct action ...and
>
> that has to do with letting go of control. So one of my suspicions has
>
> been that the call for consensus is also fed by control needs that close
>
> space rather than keeping it open.
>
> Greetings from Berlin
>
> mmp
>
>
>
>
>
> Harrison Owen wrote:
>
> > Marty said: Here are my two questions:
>
> >
>
> > a)  In the Users Manual, you say that "with a sizable group (fifty and
>
> > larger), electronic tallying is infinitely preferred."  But in this
> email,
>
> > you say that "with small groups (<100) Sticky dots do the job."
>
> >
>
> > b)  In the Users Manual, you recommend the use of 55 sticky dots per
> person,
>
> > but in your email, you recommend just 5.  In the quest for simplicity,
> it
>
> > seems you have removed about 5 per year!
>
> >
>
> > My Answer --
>
> >
>
> > Consistency was never one of my virtues. And when it comes to closure
>
> > (consensus or otherwise) I recommend Sniffy. Works every time, but you
> may
>
> > not be asked back! But I never was a real fan of consensus. Moving the
>
> > business seemed more important.
>
> >
>
> > Harrison
>
> >
>
> > Harrison Owen
>
> > 7808 River Falls Drive
>
> > Potomac, Maryland   20854
>
> > Phone 301-365-2093
>
> > Skype hhowen
>
> > Open Space Training www.openspaceworld.com
>
> > Open Space Institute www.openspaceworld.org
>
> > Personal website www.ho-image.com
>
> > OSLIST: To subscribe, unsubscribe, change your options, view the
>
> > archives Visit: www.listserv.boisestate.edu/archives/oslist.html
>
> >
>
> >
>
> > -----Original Message-----
>
> > From: OSLIST [mailto:OSLIST at LISTSERV.BOISESTATE.EDU] On Behalf Of Martin
>
> > Boroson
>
> > Sent: Thursday, March 06, 2008 5:34 PM
>
> > To: OSLIST at LISTSERV.BOISESTATE.EDU
>
> > Subject: Re: Convergence for Group Consensu
>
> >
>
> > Harrison
>
> >
>
> > I checked the Users Manual (always next to my desk) on convergence, as
> you
>
> > suggested.
>
> >
>
> > Forgive me for quoting you back to you, but there are a couple of
>
> > differences between what you said in the Manual and what you've written
>
> > below, and I'm really interested in understanding how your
> thinking/practice
>
> > has evolved in the last ten years.  (I'm also planning a couple of 3-day
>
> > events where formal convergence and voting is very important to the
>
> > clients.)
>
> >
>
> > Here are my two questions:
>
> >
>
> > a)  In the Users Manual, you say that "with a sizable group (fifty and
>
> > larger), electronic tallying is infinitely preferred."  But in this
> email,
>
> > you say that "with small groups (<100) Sticky dots do the job."
>
> >
>
> > b)  In the Users Manual, you recommend the use of 55 sticky dots per
> person,
>
> > but in your email, you recommend just 5.  In the quest for simplicity,
> it
>
> > seems you have removed about 5 per year!
>
> >
>
> > :)
>
> >
>
> > Many thanks,
>
> >
>
> > Marty
>
> >
>
> >
>
> >
>
> > -----Original Message-----
>
> > From: OSLIST [mailto:OSLIST at LISTSERV.BOISESTATE.EDU] On Behalf Of
> Harrison
>
> > Owen
>
> > Sent: 04 March 2008 13:15
>
> > To: OSLIST at LISTSERV.BOISESTATE.EDU
>
> > Subject: Re: Convergence for Group Consensu
>
> >
>
> > Pretty simple -- Sticky dots or voting. (Details all in the User's
>
> > Guide)With small groups (<100) Sticky dots do the job. Just give
> everybody
>
> > the same number of dots (5 works well) and invite them to past their
> dots on
>
> > the Issue(s) they love. They can place all the dots, a few or none. Then
>
> > count the dots or just eyeball it.
>
> >
>
> > Harrison
>
> >
>
> > Harrison Owen
>
> > 7808 River Falls Drive
>
> > Potomac, Maryland   20854
>
> > Phone 301-365-2093
>
> > Skype hhowen
>
> > Open Space Training www.openspaceworld.com
>
> > Open Space Institute www.openspaceworld.org
>
> > Personal website www.ho-image.com
>
> > OSLIST: To subscribe, unsubscribe, change your options, view the
>
> > archives Visit: www.listserv.boisestate.edu/archives/oslist.html
>
> >
>
> >
>
> > -----Original Message-----
>
> > From: OSLIST [mailto:OSLIST at LISTSERV.BOISESTATE.EDU] On Behalf Of
> Kimberley
>
> > Willing
>
> > Sent: Monday, March 03, 2008 11:09 PM
>
> > To: OSLIST at LISTSERV.BOISESTATE.EDU
>
> > Subject: Convergence for Group Consensu
>
> >
>
> > Does anyone have any experience or advice in 'converging' open space, in
>
>
> > such a way that the emerging consensus of the whole group is
> identified?
>
> > Specifically, I have a 2 day event coming up - the purpose of which is
> to
>
> > develop a best practice framework for reporting on the topic, and at
> least
>
> > to develop a check list of issues to be addressed in preparing such a
>
> > reporting framework.
>
> >
>
> > Day 1 could be spent diverging (in Open Space) and I am wondering how
> best
>
> > to converge on Day 2, given that one outcome mine host would like to
> see,
>
> > is an articulation of the level of agreement of the whole group on
> certain
>
> > matters.
>
> >
>
> > With thanks,
>
> >
>
> > Kim.
>
> >
>
> > *
>
> > *
>
> > ==========================================================
>
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-- 

Michael Herman
Michael Herman Associates

http://www.michaelherman.com
http://www.openspaceworld.org
http://www.chicagoconservationcorps.org

312-280-7838 (mobile)

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