Convergence or Group Consensus

Thu Mar 20 14:37:22 PDT 2008

Hi Chris,

I like the fact that you create the five headings only for the posting of
reports and not for the posting of topics on the Market place. This way, you
allow that divergence, exploration, innovation to take place and respect the
liberty and responsibility given by the OS principles. 

This is a nice model when we face situations where the leadership does want
the mapping out right away on site of the connections with each existing
strategic  orientations. I'll keep your story close by for those situations.

Thank you for sharing that.

Diane

From: OSLIST [mailto:OSLIST at LISTSERV.BOISESTATE.EDU] On Behalf Of Chris
Corrigan
Sent: 18 mars 2008 12:51
To: OSLIST at LISTSERV.BOISESTATE.EDU
Subject: Re: Convergence or Group Consensus

I have in the past done a useful convergence within the confines of an
organization's strategic plan, and I think it was inspired by Michael
Pannwitz.

Basically the client said that the 30 people in the room could host
discussions on anything they wanted to, but if they wanted their proposals
or ideas included in the strategic plan, they had to fit into one of five
categories (in this case something like funding, policy, human resources,
service delivery and government relations).  In practice, this was very
simple.  As the results from each conversation were typed up, conveners
placed them on the news wall under one of those five headings.  There was
only one conversation that fell outside of those five headings, and it was
about some internal communication issue which was quickly resolved.

The next day, the room was divided into five zones and the people came back,
choose the topics they wanted to work on and set to work making sense of all
of the previous day's conversations within their topic area.  The principles
and the law remained in effect of course.  They were given an assignment in
each area to produce proposals with resource implications for inclusion in
the plan, proposals which would have to be approved by the Board.  At the
end of the day we heard back on the proposals, and everyone basically agreed
with what was going forward.  I'm pretty sure the Board rubber stamped
everything, the quality of the ideas were great and people had taken the
time to think them through. Rather than keeping people away from the funds
in the organization, the Board actually let people put their hands on the
resources and use them to shape the plan.  Of course the people were
incredibly responsible with their own money and time, and we got a good plan
out of the deal.

So it's possible to provide a channel into which ideas can be guided and
still remain open.  People in the organization were free to talk about
anything they wanted to and the STILL chose to focus on the best interest of
the organization.  Not a surprise to me at all.  Passion and responsibility
do marvelous things.  

Cheers,

Chris

On Tue, Mar 18, 2008 at 9:11 AM, Diane Gibeault <diane.gibeault at rogers.com>
wrote:

Michael, 

I agree with you that we rarely have surprises on priorities the group
proposes after its discussions but I have seen cases where there were. In
most case, the feedback from the leaders I was suggesting when the
priorities are announced, is more to create the safe space before we reopen
space for action..just like the host creates that safe space at the very
beginning of the OS by speaking to the goal, givens if any, leadership's
commitment and encouraging creative thinking. At convergence, this same
message is focused  on confirming the  safe space around the priorities, and
encouraging creative and open thinking again, this time for actions. 

I think Harrison our approaches are not different but complementary. I also
have that very serious conversations with the sponsor before the OS is even
considered, ensuring there is openness to go beyond what exists and keeping
givens to a minimum. That's essential in  setting the stage for that safe
space. 

Making the safe space apparent again just before the rubber hits the road -
pardon the road metaphor -  I think is helpful.  For participants to hear
that the leadership is fully on board before they start concretely
committing their precious time and energy in real work on the proposed
priorities, is about creating  a safe space.  In many organizations, the
support of the leadership the day after the meeting is not a given. Even if
the leaders have committed to the facilitator, committing publicly to the
entire organization when the collective will has been expressed openly on
priorities, increases significantly that building of trust and the chances
of that support happening. 

To sum it up, I feel the words safe, trust and commitment reflect more the
intent of this leadership statement at convergence than control. How it is
done matters a lot, that's for sure and that's where again the facilitator
can prepare leaders as to their message approach.

Diane 

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-- 
CHRIS CORRIGAN
Facilitation - Training - Process Design
Open Space Technology

Weblog: http://www.chriscorrigan.com/parkinglot
Site: http://www.chriscorrigan.com

Principal, Harvest Moon Consultants, Ltd.
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