[OSList] OSList Digest, Vol 42, Issue 7
Romy Shovelton
romy.shovelton at gmail.com
Fri Aug 8 04:56:40 PDT 2014
what a precious tale and what wise words… Thank you so much Rob
Romy
Romy Shovelton
Director
Wikima and Tyddyn Retreat
The Mid Wales Retreat & Holiday Centre
www.walescottageandvenue.co.uk
Facebook: Tyddyn Retreat
Twitter: @MidWalesRetreat
romy.shovelton at gmail.com
romy at wikima.com
skype: romy shovelton
07767 370739
Tyddyn y Pwll
Carno
Caersws
Powys
SY17 5JU
On 7 Aug 2014, at 21:04, oslist-request at lists.openspacetech.org wrote:
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> Today's Topics:
>
> 1. Re: Management and Organization (R Chaffe)
> 2. Re: Management and Organization (Harrison Owen)
> 3. Re: Management and Organization (Daniel Mezick)
>
> From: R Chaffe <rchaffe at gmail.com>
> Subject: Re: [OSList] Management and Organization
> Date: 7 August 2014 04:53:11 BST
> To: World wide Open Space Technology email list <oslist at lists.openspacetech.org>
> Reply-To: World wide Open Space Technology email list <oslist at lists.openspacetech.org>
>
>
> I have been following this thread with interest. Some may recall OSonOS gathering in Marysville in November 2002 when we went out into the forest to see and hear the night creatures. As we walked into the forest the only sound was the sound of our feet on the earth and despite the best efforts of a highly skilled ranger no night creatures could be found. All the components were in place, well organised and managed. No night creatures! The forest was silent.
>
> Everyone went away with their own thoughts including disbelief that the Australian forest is alive at night. There was a strong sense of disappointment - it did not work!
>
> Before the month had ended the environment responded with a series of wild fires that included over 6million hectares of high rainfall and alpine forest and the National Capital city was invaded by fire. Complex self organising systems at work.
>
> The question then goes back to that silent night. Some of us listened to the silence and with a deep sense of dread realising that all was not well. There was no "silver bullet" quick fix it was a systemic issue way beyond control or management. What we did was prepare the things we had control over in readiness for the fires that would come. Little did I know that I would spend most of 57 days in an incident control centre coordinating information and advice to the community about the sate of a rapidly changing mostly unpredictable wild fire. The result in Victoria was less that 10 homes lost and on the day a rain storm eventually controlled the fire a young lady was drowned when her vehicle was washed into a stream by flood waters - yes in a drought and after nearly two months of fire.
>
> What did I learn about complex systems, management and control?
>
> First wild fire cannot be "controlled" by man. We stay at the edges and do the best to protect assets, we mop up and clear up, we do our best to give the people the best information to make informed decisions about what they will do. (In the end it is their choice). Mostly people organise themselves well, some better than others but in the end, good or bad, the decisions are theirs.
>
> Second willing participants in an "open" environment can achieve outstanding things way beyond what expectations might be. How they do it is up to them, they have some guidelines but the process that evolves is theirs. Again sometimes it works and sometimes..... Despite what I think or do.
>
> In a major incident "co-ordination" centre there is structure with key decision points (people) a time table (plan mostly to ensure others needs are respected) a massive amount of self organising and adjustment to constant change. Change that could be fatal, change that does not allow the luxury of time out to plan a process or select a model and change that needs a response now. Within the organisation the one thing that was most controllable was the selection and support of the people working there. The outcome was a sense of team with each member working to dovetail into the work of others to remove frustration and reach consensus with the best possible outcome.
>
> In some sense the team meetings each day were an open space event with each bringing their issues and concerns acting with commitment and accepting a high level of responsibility. The report from the meeting formed the game plan until the next change, which at times may only be only minutes away - on one night meetings were being held every 15 minutes with broadcasts over national and regional radios to inform the community of the changes that may impact on them so that they could do what they needed to do (not command or control just advice).
>
> 12 years later I have spent too much time in incident coordination centres yet remarkably, or not so, a similar pattern emerged. The most successful always being where leadership focused on creating and environment where individuals could perform at their best while respecting a diversity of responses to change that reflect the complexity of the natural, human and economic environment the change was taking place in.
>
> What can Open Space technology really offer? What control do I really have? What I am responsible for?
>
> As I see it the reality is that as the Facilitator all that I can promise is to provide an opportunity for the group to meet and an opportunity to participate in dealing with a particular topic. I can influence the choice of the topic, the invitation to participate and the creation of the safe space including the structure of the event (environment, food, and other safety needs that form the base of Maslow's hierarchy of needs to free the participants from these concerns and focus on the purpose of the meeting).
>
> I cannot promise any solutions, or reports, proceedings, quality of input or output, satisfaction and the ongoing relationships between the participants. These are the responsibilities of the sponsor or the organisation or community who chose to attend. I may influence the methods that groups may choose to explore their agenda item but in the end they must do it their way including the law of two feet.
>
> I do not have a simple solution, quick fix, or a "silver bullet". I do have the experience to share, that just as in the parable of the mustard seed there will be outcomes way beyond what we can imagine. The mustard seed grows into a tree, so what! The tree becomes an entire habitat for all types of life (macro and micro) way beyond a simple tree. Some of the things that come from planting the seed eventually lead to the death of the tree, but if you do not plant the seed the tree will never grow and you will never know what possibilities / opportunities you have lost including the genetic change in the new seed crop that may grow into a new tree, not quite the same as the old. The question then becomes, is the "sponsor" willing to allow the "seed" to be planted and are they willing to assist the nurture of the "tree"as it grows to what ever it will be?
>
> I see my task is in the preparation of the event and ensure the seed is planted in the best possible way then, allow the passion and responsibility of the sponsor and participants to do what they do. If there is respect for diversity and a will to include all as best as possible there is a real possibility that the "organisation" will be successful in their own terms.
>
> One implication is that there is always something of me left behind as I opened the space and, if I have done my job, the participants will be confident that they did it their way.
>
> Regards
> Rob
>
>
>
> From: "Harrison Owen" <hhowen at verizon.net>
> Subject: Re: [OSList] Management and Organization
> Date: 7 August 2014 13:41:56 BST
> To: "'World wide Open Space Technology email list'" <oslist at lists.openspacetech.org>
> Reply-To: World wide Open Space Technology email list <oslist at lists.openspacetech.org>
>
>
> Rob – Totally brilliant! Well thought and well written, deserving of many re-reads and expansion. You got a book here that needs to be written!! Something about the 5th Principle (Wherever it happens is the right place) personified. Or “All the world is Open Space. OST is merely practice.” Pale reflections of your wonderful tale... I know you will do better. Thank you!!!
>
> Harrison
>
> Winter Address
> 7808 River Falls Drive
> Potomac, MD 20854
> 301-365-2093
>
> Summer Address
> 189 Beaucaire Ave.
> Camden, ME 04843
> 207-763-3261
>
> Websites
> www.openspaceworld.com
> www.ho-image.com
> OSLIST To subscribe, unsubscribe, change your options, view the archives of OSLIST Go to:http://lists.openspacetech.org/listinfo.cgi/oslist-openspacetech.org
>
> From: OSList [mailto:oslist-bounces at lists.openspacetech.org] On Behalf Of R Chaffe
> Sent: Wednesday, August 06, 2014 11:53 PM
> To: World wide Open Space Technology email list
> Subject: Re: [OSList] Management and Organization
>
> I have been following this thread with interest. Some may recall OSonOS gathering in Marysville in November 2002 when we went out into the forest to see and hear the night creatures. As we walked into the forest the only sound was the sound of our feet on the earth and despite the best efforts of a highly skilled ranger no night creatures could be found. All the components were in place, well organised and managed. No night creatures! The forest was silent.
>
> Everyone went away with their own thoughts including disbelief that the Australian forest is alive at night. There was a strong sense of disappointment - it did not work!
>
> Before the month had ended the environment responded with a series of wild fires that included over 6million hectares of high rainfall and alpine forest and the National Capital city was invaded by fire. Complex self organising systems at work.
>
> The question then goes back to that silent night. Some of us listened to the silence and with a deep sense of dread realising that all was not well. There was no "silver bullet" quick fix it was a systemic issue way beyond control or management. What we did was prepare the things we had control over in readiness for the fires that would come. Little did I know that I would spend most of 57 days in an incident control centre coordinating information and advice to the community about the sate of a rapidly changing mostly unpredictable wild fire. The result in Victoria was less that 10 homes lost and on the day a rain storm eventually controlled the fire a young lady was drowned when her vehicle was washed into a stream by flood waters - yes in a drought and after nearly two months of fire.
>
> What did I learn about complex systems, management and control?
>
> First wild fire cannot be "controlled" by man. We stay at the edges and do the best to protect assets, we mop up and clear up, we do our best to give the people the best information to make informed decisions about what they will do. (In the end it is their choice). Mostly people organise themselves well, some better than others but in the end, good or bad, the decisions are theirs.
>
> Second willing participants in an "open" environment can achieve outstanding things way beyond what expectations might be. How they do it is up to them, they have some guidelines but the process that evolves is theirs. Again sometimes it works and sometimes..... Despite what I think or do.
>
> In a major incident "co-ordination" centre there is structure with key decision points (people) a time table (plan mostly to ensure others needs are respected) a massive amount of self organising and adjustment to constant change. Change that could be fatal, change that does not allow the luxury of time out to plan a process or select a model and change that needs a response now. Within the organisation the one thing that was most controllable was the selection and support of the people working there. The outcome was a sense of team with each member working to dovetail into the work of others to remove frustration and reach consensus with the best possible outcome.
>
> In some sense the team meetings each day were an open space event with each bringing their issues and concerns acting with commitment and accepting a high level of responsibility. The report from the meeting formed the game plan until the next change, which at times may only be only minutes away - on one night meetings were being held every 15 minutes with broadcasts over national and regional radios to inform the community of the changes that may impact on them so that they could do what they needed to do (not command or control just advice).
>
> 12 years later I have spent too much time in incident coordination centres yet remarkably, or not so, a similar pattern emerged. The most successful always being where leadership focused on creating and environment where individuals could perform at their best while respecting a diversity of responses to change that reflect the complexity of the natural, human and economic environment the change was taking place in.
>
> What can Open Space technology really offer? What control do I really have? What I am responsible for?
>
> As I see it the reality is that as the Facilitator all that I can promise is to provide an opportunity for the group to meet and an opportunity to participate in dealing with a particular topic. I can influence the choice of the topic, the invitation to participate and the creation of the safe space including the structure of the event (environment, food, and other safety needs that form the base of Maslow's hierarchy of needs to free the participants from these concerns and focus on the purpose of the meeting).
>
> I cannot promise any solutions, or reports, proceedings, quality of input or output, satisfaction and the ongoing relationships between the participants. These are the responsibilities of the sponsor or the organisation or community who chose to attend. I may influence the methods that groups may choose to explore their agenda item but in the end they must do it their way including the law of two feet.
>
> I do not have a simple solution, quick fix, or a "silver bullet". I do have the experience to share, that just as in the parable of the mustard seed there will be outcomes way beyond what we can imagine. The mustard seed grows into a tree, so what! The tree becomes an entire habitat for all types of life (macro and micro) way beyond a simple tree. Some of the things that come from planting the seed eventually lead to the death of the tree, but if you do not plant the seed the tree will never grow and you will never know what possibilities / opportunities you have lost including the genetic change in the new seed crop that may grow into a new tree, not quite the same as the old. The question then becomes, is the "sponsor" willing to allow the "seed" to be planted and are they willing to assist the nurture of the "tree"as it grows to what ever it will be?
>
> I see my task is in the preparation of the event and ensure the seed is planted in the best possible way then, allow the passion and responsibility of the sponsor and participants to do what they do. If there is respect for diversity and a will to include all as best as possible there is a real possibility that the "organisation" will be successful in their own terms.
>
> One implication is that there is always something of me left behind as I opened the space and, if I have done my job, the participants will be confident that they did it their way.
>
> Regards
> Rob
>
>
>
> From: Daniel Mezick <dan at newtechusa.net>
> Subject: Re: [OSList] Management and Organization
> Date: 7 August 2014 15:41:15 BST
> To: oslist at lists.openspacetech.org
> Reply-To: World wide Open Space Technology email list <oslist at lists.openspacetech.org>
>
>
> Greetings Rob,
>
> Thanks for posting this narrative.
>
> So interesting that the military is now focusing on much of what you have written here, about open systems etc.
>
> In fact, here is a link to a free PDF download of a book entitled, "The Agile Organization":
> http://www.dodccrp.org/files/Atkinson_Agile.pdf
>
> What is super interesting is the fact that the book never references software agility, or the 'agile movement', not even one time.
>
> Chapter 2 starts with these entries:
>
> Open Systems
> Self Organization
> ...and...
> Self Organizing Social Groups
>
> The whole www.dodccrp.org web site might be of interest to many here as well.
>
> Here is the link to the other useful and free publications found there:
> http://www.dodccrp.org/html4/books_downloads.html
>
> Regards,
> Daniel
>
>
> On 8/6/14 11:53 PM, R Chaffe wrote:
>> I have been following this thread with interest. Some may recall OSonOS gathering in Marysville in November 2002 when we went out into the forest to see and hear the night creatures. As we walked into the forest the only sound was the sound of our feet on the earth and despite the best efforts of a highly skilled ranger no night creatures could be found. All the components were in place, well organised and managed. No night creatures! The forest was silent.
>>
>> Everyone went away with their own thoughts including disbelief that the Australian forest is alive at night. There was a strong sense of disappointment - it did not work!
>>
>> Before the month had ended the environment responded with a series of wild fires that included over 6million hectares of high rainfall and alpine forest and the National Capital city was invaded by fire. Complex self organising systems at work.
>>
>> The question then goes back to that silent night. Some of us listened to the silence and with a deep sense of dread realising that all was not well. There was no "silver bullet" quick fix it was a systemic issue way beyond control or management. What we did was prepare the things we had control over in readiness for the fires that would come. Little did I know that I would spend most of 57 days in an incident control centre coordinating information and advice to the community about the sate of a rapidly changing mostly unpredictable wild fire. The result in Victoria was less that 10 homes lost and on the day a rain storm eventually controlled the fire a young lady was drowned when her vehicle was washed into a stream by flood waters - yes in a drought and after nearly two months of fire.
>>
>> What did I learn about complex systems, management and control?
>>
>> First wild fire cannot be "controlled" by man. We stay at the edges and do the best to protect assets, we mop up and clear up, we do our best to give the people the best information to make informed decisions about what they will do. (In the end it is their choice). Mostly people organise themselves well, some better than others but in the end, good or bad, the decisions are theirs.
>>
>> Second willing participants in an "open" environment can achieve outstanding things way beyond what expectations might be. How they do it is up to them, they have some guidelines but the process that evolves is theirs. Again sometimes it works and sometimes..... Despite what I think or do.
>>
>> In a major incident "co-ordination" centre there is structure with key decision points (people) a time table (plan mostly to ensure others needs are respected) a massive amount of self organising and adjustment to constant change. Change that could be fatal, change that does not allow the luxury of time out to plan a process or select a model and change that needs a response now. Within the organisation the one thing that was most controllable was the selection and support of the people working there. The outcome was a sense of team with each member working to dovetail into the work of others to remove frustration and reach consensus with the best possible outcome.
>>
>> In some sense the team meetings each day were an open space event with each bringing their issues and concerns acting with commitment and accepting a high level of responsibility. The report from the meeting formed the game plan until the next change, which at times may only be only minutes away - on one night meetings were being held every 15 minutes with broadcasts over national and regional radios to inform the community of the changes that may impact on them so that they could do what they needed to do (not command or control just advice).
>>
>> 12 years later I have spent too much time in incident coordination centres yet remarkably, or not so, a similar pattern emerged. The most successful always being where leadership focused on creating and environment where individuals could perform at their best while respecting a diversity of responses to change that reflect the complexity of the natural, human and economic environment the change was taking place in.
>>
>> What can Open Space technology really offer? What control do I really have? What I am responsible for?
>>
>> As I see it the reality is that as the Facilitator all that I can promise is to provide an opportunity for the group to meet and an opportunity to participate in dealing with a particular topic. I can influence the choice of the topic, the invitation to participate and the creation of the safe space including the structure of the event (environment, food, and other safety needs that form the base of Maslow's hierarchy of needs to free the participants from these concerns and focus on the purpose of the meeting).
>>
>> I cannot promise any solutions, or reports, proceedings, quality of input or output, satisfaction and the ongoing relationships between the participants. These are the responsibilities of the sponsor or the organisation or community who chose to attend. I may influence the methods that groups may choose to explore their agenda item but in the end they must do it their way including the law of two feet.
>>
>> I do not have a simple solution, quick fix, or a "silver bullet". I do have the experience to share, that just as in the parable of the mustard seed there will be outcomes way beyond what we can imagine. The mustard seed grows into a tree, so what! The tree becomes an entire habitat for all types of life (macro and micro) way beyond a simple tree. Some of the things that come from planting the seed eventually lead to the death of the tree, but if you do not plant the seed the tree will never grow and you will never know what possibilities / opportunities you have lost including the genetic change in the new seed crop that may grow into a new tree, not quite the same as the old. The question then becomes, is the "sponsor" willing to allow the "seed" to be planted and are they willing to assist the nurture of the "tree"as it grows to what ever it will be?
>>
>> I see my task is in the preparation of the event and ensure the seed is planted in the best possible way then, allow the passion and responsibility of the sponsor and participants to do what they do. If there is respect for diversity and a will to include all as best as possible there is a real possibility that the "organisation" will be successful in their own terms.
>>
>> One implication is that there is always something of me left behind as I opened the space and, if I have done my job, the participants will be confident that they did it their way.
>>
>> Regards
>> Rob
>>
>>
>> _______________________________________________
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>
> --
> Daniel Mezick, President
> New Technology Solutions Inc.
> (203) 915 7248 (cell)
> Bio. Blog. Twitter.
> Examine my new book: The Culture Game : Tools for the Agile Manager.
> Explore Agile Team Training and Coaching.
> Explore the Agile Boston Community.
>
>
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