[OSList] Open Space and Business

Tue Jan 14 09:13:37 PST 2014

Peggy,

How amazing!   What strikes me about this is the vision and persistence.
Sometimes when we think of Whole Foods, we think of it as an overnight
success.  Just incredible to see when and how the seeds of this dream were
planted and nourished.  Time for me to pull out that Handbook of yours
which I bought in those early days when I was very much less aware.

Lise in Copenhagen,

I too look forward to meeting you. And yes, enthusiasm does bubble over
with me, often like a fire hose gushing out.  I fear at times that it might
close the space so I continue to try to balance it a bit... with difficulty
I'll admit.  When I facilitate is where I get to practice this most...
invisible is my mantra. :-)

Suzanne

On Tue, Jan 14, 2014 at 11:02 AM, Peggy Holman <peggy at peggyholman.com>wrote:

> Suzanne,
>
> Just an FYI…Don’t know if they still do, but for a while, Whole Foods ran
> a Future Search every five years. Marv Weisbord and Sandra Janoff wrote
> about it in the first edition of The Change Handbook. (Text below.)
>
> Peggy
>
> Historical Account
>
> Whole Foods Market CEO John Mackey wanted a shared vision, strategic
> direction and set of action plans for his company. The year was 1988. Whole
> Foods consisted of eight natural foods supermarkets, mostly in Texas, 600
> employees and $45 million in revenues.  He organized a future search called
> “Where We Be in ‘93” that included team members, team leaders, vendors,
> suppliers, board members, management and customers from each store.
> Participants envisioned growing the business fivefold as central to their
> mission of providing healthy food to people (24 stores and $223 million in
> sales.) They committed to using local organic producers, to setting aside a
> percentage of profits for environmental causes, and engaging the community
> in healthy lifestyle education.
>
> Five years later, having exceeded their growth, revenue and social goals,
> (32 stores, $240 million in sales, community action budgets in every
> store), Whole Foods held another future search called “We Be Great in ‘98.”
> Present were the same stakeholder groups including people from three newly
> acquired natural foods chains. The challenge, they said, would be in
> learning from each other, preserving the local identity of various stores
> and building a corporate culture that reflected the best of all members and
> made corporate values of customer and community service, knowledgeable team
> members, and a commitment to health food and health living cornerstones for
> the future, not to be compromised by rapid growth.
>
> In October 1998, 140 people from 87 stores around the U.S. gathered in
> Estes Park, Colorado. The company now had 16,000 employees, $1.5 billion in
> revenues, and regional offices in most parts of the country.  Many of its
> top executives had been there from the start. Once again they addressed the
> issues of growth, high quality and their mission, now framed as “Whole
> Foods, Whole People and Whole Planet. Their conference  – “What we see for
> 2003” – addressed the many dilemmas of customer service, team development
> and succession planning in a giant company growing 25% a year. In
> particular they focused on how to maintain the core values that had made
> them successful – including support for organic farming, food safety,
> nutritional and health education – while responding to the pressures for
> growth and globalization of the business.
>
> In a recent CEO’s conference, John Mackey was asked how his fast-growing
> company, that had defined a new niche in the supermarket industry, pulled
> together strategic planning and gained commitment in such a far-flung,
> decentralized business.  “We hold a future search conference every five
> years,” he said.
>
> People in businesses, communities and non-profits all over the world use
> future search to transform their capability for action. They do it in a few
> days in a few days by involving a “whole system” in the same room working
> together on a task chosen in advance by a planning committee. Diverse
> groups explore their past, present and future, confirm shared values, and
> commit to action plans. Everybody participates and shares leadership. The
> most significant changes occur in planning when people agree to a set of
> unfamiliar meeting conditions. The key to the success of the method is
> matching the overall purpose with the right people needed to insure action.
>
> From *The Change Handbook: Group Methods for Shaping the Future*,
> copyright 1999, Peggy Holman and Tom Devane (editors), Berrett-Koehler
> Publishers, Inc., San Francisco, CA.
> __________________________________
> Peggy Holman
> Journalism that Matters
> 15347 SE 49th Place
> Bellevue, WA  98006
> 425-746-6274
> www.journalismthatmatters.org
> www.peggyholman.com
> Twitter: @peggyholman
> JTM Twitter: @JTMStream
>
> *Enjoy the award winning* Engaging Emergence: Turning Upheaval into
> Opportunity <http://peggyholman.com/papers/engaging-emergence/>
> Check out my series on what's emerging in the news & information ecosystem<http://www.journalismthatmatters.net/the_emerging_news_and_information_eco_system>
>
>
>
>
>
>
>
> On Jan 13, 2014, at 6:51 PM, Suzanne Daigle <sdaigle4 at gmail.com> wrote:
>
> Hi everyone,
>
> Those who know me know that I am hugely passionate about business and
> work.  I was immediately drawn to Open Space because I knew it offered a
> robust and simple process that could spark huge "experiential"
> breakthroughs in thinking in the way we manage and lead.  Not to mention
> breakthroughs leading to better results, more creativity and more joy at
> work.
>
> I saw and felt the limits of our piecemeal cause/effect approaches viewed
> from the prism (or prisons) of our silos, sectors, and hierarchies.  I
> longed for a more inclusive and wholistic way and within the limits of my
> unconscious mind and without the benefit of something as simple and elegant
> as Open Space, I did my best to invite diversity and shared leadership.  I
> did not know much about self-organizing and have much to learn still in the
> living of it and letting go control.
>
> Recently I've re-entered the corporate business world by hanging out with
> a lot of folks who are as passionate if not more passionate than I about
> bringing joy to work, re-inventing our structures and systems, etc. etc.
> I've also jumped into the social media world. It feels a bit like coming
> home and I'm so darn excited because I see the possibilities of so many of
> us connecting together.
>
> Everywhere I turn I see opportunities for Open Space; I see the context
> behind the issues and the possibilities to bring people together. I also
> feel a greater readiness in organizations  "to try" and to "let go" based
> on different conversations, some of the most popular business writings and
> of course, the younger generation though what they desire (meaning and
> purpose at work) is no different than how it's always been. They're just
> more vocal about stating what they want and what they stand for.
>
> I share all of this with you because I will be in New York at
> International House this weekend and I've invited some of these new
> friends, many who are  strangers to Open Space. I am super excited because
> I am imagining they will respond as I did to Open Space seeing the power
> and magic of what it invites, quickly connecting the dots to what we are
> trying to achieve to reinvent the workplace which many call are now calling
> a "workplace revolution".
>
> For all of those who share my passion for business and work, I wanted to
> share this article which was passed on to me by Tom Asacker who wrote a gem
> of a book (top inspirational Business book by Inc. Magazine) called The
> Business of Belief<http://www.amazon.com/The-Business-Belief-Salespeople-Entrepreneurs/dp/1483922979/ref=sr_1_sc_1?ie=UTF8&qid=1389666130&sr=8-1-spell&keywords=the+Business+of+Belife>which offers great insights around how people make decisions and take
> action. It certainly aligns with the advice we're often given to not be
> "selling Open Space" but to connect directly with where people are coming
> from: their issues and their desires.
>
> The article Tom sent is a Forbes interview with the President of Whole
> Foods.  I think many will find the article quite fascinating. The title is: "The
> Unique Self of Business".<http://www.forbes.com/sites/michaelellsberg/2014/01/12/john-mackey-marc-gafni/>
>
> And finally on my bookshelf too is Josh Allan Dykstra's Book "Igniting
> the Invisible Tribe<http://www.amazon.com/Igniting-Invisible-Tribe-Designing-Organization/dp/0985832614/ref=sr_1_1?ie=UTF8&qid=1389666544&sr=8-1&keywords=Igniting+the+Invisible+tribe>,
> Designing an organization that doesn't suck".  He is scheduled to be on a
> Google Hangout TV show with the HRockstars this coming Wednesday at 6 pm
> Eastern time. You can sign up by clicking here and then revisiting the
> website just before 6 for the live link. It will also be made available on
> YouTube.
> https://plus.google.com/u/0/communities/111166240740728636143.   If you
> run into any problems, send me a quick email and I will try to help
> navigate you to the right place.
>
> Warm regards to all.
> Suzanne
>
>
>
>
>
>
>
> --
> Suzanne Daigle
> Open Space Facilitator
> NuFocus Strategic Group
>
> FL 941-359-8877
> Cell: 203-722-2009
> www.nufocusgroup.com
> s.daigle at nufocusgroup.com
> twitter @suzannedaigle
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-- 
Suzanne Daigle
Open Space Facilitator
NuFocus Strategic Group

FL 941-359-8877
Cell: 203-722-2009
www.nufocusgroup.com
s.daigle at nufocusgroup.com
twitter @suzannedaigle
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