[OSList] From linkedin today

Thu Jan 9 03:09:53 PST 2014

Dear Christine,
I know of plenty of organisations and systems that have a clear mission
without that preventing them to crash, dissolve, go bankrupt, be gobbled
up, have markets disappear and with that disappear themselves, be wiped
away by a revolution, etc.... or perhaps you mean something else by
"coherent"?
To the concrete case in point, Wicke concretely convenes os-events (two 
three day events each year, one with the organisation as such and 
another withtheir broader system)... now in its 14th year.

The starting point for almost all projects, changes, strategic
decisions, very concrete measures, etc. is in these events, carried 
forward by those that take the leadership in each particular project. 
And if someone wants to start something that was not initiated at the 
os-events they send out an invitation to start it.
This might be successful or not. They have no other ways of operating 
their outfit.
I know this is pretty hard to believe but that is in fact how a
self-organising system operates... we rarely run into such creatures
because of all those folks in organisations believing they can run
organisations by making strategic decisions.  And there are zillions of 
consulting firms earning zillions telling CEOs how to best plan, 
formulate, implement and evaluate Strategic Decisions (I used to be one 
of them).
Systems can do that all by themselves, if they are let loose... 
traditionally, you dont let systems or organisations or people run 
loose, nobody knows what will happen if you do ...and how do you control it?

You might give Wicke a call to hear more from him. Let me know what he said.

Hope you make it to Berlin again
cheers
mmp

On 09.01.2014 11:32, christine koehler wrote:
> Hi Michael
>
> Thank you for refering to your ebook that I helped to translate in
> French ;). Indeed, I loved the article, I know what Wicke describes,
> and I know also what he doesn't say, and for which I would have loved
> to have questioned him. I would have asked him exactely those 2
> questions. .. Concretely, how did he do ? In Wicke's case, I can
> imagine that the first question -keeping the system coherent as a
> whole - was not difficult, as it has a very clear mission. But still
> I would ask it, as I am sure some answers could be surprising. But
> how were strategic decisions made ? He doesn't say it. There are many
> ways to do it, depending on the structure of the system. You don't
> implement all ideas that come out of open space the same way. It
> depends who/what they impact. At least those are the questions for
> which I wonder and have no answers...
>
> Christine
>
>
>
>
>
> On Thu, Jan 9, 2014 at 10:29 AM, Michael M Pannwitz
> <mmpannwitz at gmail.com <mailto:mmpannwitz at gmail.com>> wrote:
>
> Hi Christine, as you easily can tell, I ain't Harrison. I gather he
> has not gotten up yet considering the sun not shining on all of us at
> the same time. Of course, I cant speak for him!
>
> Still, here is my view, my assumptions on your issues:
>
> All systems are selforganizing, that is the forces of
> selforganisation are always active... sometimes hardly noticeable,
> sometimes very present. So, neither you or I or Harrison or an armada
> of CEOs can keep an organisations coherent and we would be fools not
> to leave it to the forces of selforganisation. It, the system, could
> stay coherent more easily if controls are reduced.
>
> To have selforganisation do its thing (in every nook and cranny or
> for the whole), you might try: Fill in.
>
> For a real life and quite successful organisation including the
> environment in which it moves and with which it interacts, have a
> look (in six different languages all in one ebook: French, Chinese,
> English, German, Spanish and Polish) at Practicing Open Space-Our
> First Ten Years (in the meantime its been going on for 13 years),
> published as an ebook, here
>
> http://www.westkreuz-verlag.__de/de/Practicing-Open-Space-__Our-First-Ten-Years-E-Book
>
>
<http://www.westkreuz-verlag.de/de/Practicing-Open-Space-Our-First-Ten-Years-E-Book>
>
>
> Have a grand day cheers mmp
>
>
>
> On 08.01.2014 23 <tel:08.01.2014%2023>:29, christine koehler wrote:
>
> Harrison,
>
> In a  self -organized system, how do you keep the organization
> coherent as a whole ? How do you make decisions that concern the
> whole organization ?
>
> Christine
>
>
> On Tue, Jan 7, 2014 at 8:27 PM, Harrison Owen <hhowen at verizon.net
> <mailto:hhowen at verizon.net> <mailto:hhowen at verizon.net
> <mailto:hhowen at verizon.net>>> wrote:
>
> Paul – This piece from Zappos is interesting indeed. Though I must
> say I do wonder why the Zapposites feel it necessary to organize a
> self organizing system? As they say, “In a city, people and
> businesses are self-organizing.” I agree, and why not just follow the
> beaten path? Holarchy is a wonderful concept, and a good description
> of what I think I experience in a self organizing system. But why go
> for a knock-off when you can have the original? Just let (invite) the
> system to self organize. It will work better, and costs a lot less
> effort. As Stuart Kauffman might say, “order for free.”____
>
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> <mailto:oslist-bounces at lists.openspacetech.org>>] *On Behalf Of
> *Paul Nunesdea *Sent:* Monday, January 06, 2014 4:51 PM *To:* World
> wide Open Space Technology email list *Subject:* [OSList] From
> linkedin today____
>
> __ __
>
>
> Research shows that every time the size of a city doubles, innovation
> or productivity per resident increases by 15 percent. But when
> companies get bigger, innovation or productivity per employee
> generally goes down. So we're trying to figure out how to structure
> Zappos more like a city, and less like a bureaucratic corporation. In
> a city, people and businesses are self-organizing. We're trying to do
> the same thing by switching from a normal hierarchical structure to a
> system called Holacracy, which enables employees to act more like
> entrepreneurs and self-direct their work instead of reporting to a
> manager who tells them what to do.____
>
> http://www.huffingtonpost.com/__pam-ross/workplace-__reinvention_b_4541805.html#
>
>
<http://www.huffingtonpost.com/pam-ross/workplace-reinvention_b_4541805.html#>
>
> <http://www.huffingtonpost.__com/pam-ross/workplace-__reinvention_b_4541805.html
>
>
<http://www.huffingtonpost.com/pam-ross/workplace-reinvention_b_4541805.html>>!______
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> --
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> Christine Koehler, créatrice d'espace de Dialogue et de Coopération
> Executive Coach, Médiateur www.christine-koehler.fr
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> -- Michael M Pannwitz Draisweg 1, 12209 Berlin, Germany ++49 - 30-772
> 8000 <tel:%2B%2B49%20-%2030-772%208000>
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> --
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> Christine Koehler, créatrice d'espace de Dialogue et de Coopération
> Executive Coach, Médiateur www.christine-koehler.fr
> <http://www.christine-koehler.fr/> Tel :  06 13 28 71 38 Fax : 09  72
> 32 36  65
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--
>
Michael M Pannwitz
Draisweg 1, 12209 Berlin, Germany
++49 - 30-772 8000

Check out the Open Space World Map presently showing 423 resident Open
Space Workers in 71 countries working in a total of 143 countries
worldwide: www.openspaceworldmap.org

-- 
Michael M Pannwitz
Draisweg 1, 12209 Berlin, Germany
++49 - 30-772 8000

Check out the Open Space World Map presently showing 423 resident Open
Space Workers in 71 countries working in a total of 143 countries
worldwide: www.openspaceworldmap.org