[OSList] Management and Organization
Harrison Owen
hhowen at verizon.net
Thu Jul 31 11:59:48 PDT 2014
Good thinking Peggy, and having spent no small amount of time, paper, and ink exploring the world of emergence or self organization – I can definitely appreciate the effort. Helping people to develop an awareness of the flow of the enterprise is definite plus. Having said that, I find myself needing to issue a caveat. Producing a model, even a very good model, of the flow of self organization as it relates to complexity, is not to suggest that we can fully understand the process, even less that we could predict or control it. My experience has been that the more I know, in the sense of actual experience and perception, the less I understand. Perhaps it is the advance of senility, but I find my rational capacity totally overwhelmed and over-awed by the magnificent mystery of our evolving cosmos. This is not simply the majesty of infinite space/time – but equally the fantastic complexity, diversity and connectedness of the smallest creatures. The Hummingbirds, for example who feed at my window. The Paramecium (single celled protozoa that swim in my lake). A single snow flake.
Some might take my statement as the despairing cry of an old man. The “old man” part is dead on... but there is no despair. Just the opposite, in fact. It feels just wonderful! I am reminded of conversations over the years with various “Systems Thinking” friends. Bright people all, with enthusiasm unbounded. They were certain that if they thought hard enough, collected data long enough – for sure they could design the perfect system, or at least understand the one of which they were a part (their business, etc.). They sensed victory just over the hill, and I surely wished them well. For myself, inspired by their effort, I tried to do the same. But for me, the harder I tried, the worse it got. In fact it became an infinite regression into ultimate complexity. One could call it an exercise in despair. But that is not how it felt... Liberation was more to the point with the realization that you just couldn’t get there from here...Wonderful!
But how to deal with massive complexity in real life situations if not by thinking about it, making models, and gathering data? It is not that thought, models and data were somehow evil or useless, but in terms of my quest, they only led down a rabbit hole out of which I could not come. And the harder I tried, the deeper I sunk... It felt just wonderful to just stop digging! But the complexity of life remained.
Somewhere along the line an odd curiosity captured my attention. As our marvelous natural experiment in self organization (AKA OST) proceeded, it dawned on me that contrary to all of my preconceived notions, multiple groups of people of all sorts and conditions from every part of the world seemingly engaged their complex, self organizing world in an effective and productive fashion without benefit of prior instruction, models of whatever sort, intense facilitation (handholding)... In a word it appeared to be a natural act. Even more counter intuitive (counter to my intuition and expectations) was the fact that in those (relatively few) situations in which either I or some colleague had endeavored to “prepare” the participants with conceptual models, exercises of various sorts, or explanation of the process (other than the normal OS invitation to sit in circle) there was no visible sign of improved performance, so far as I could see, and in fact there was some indication of a decline. Now, almost 30 years into the experiment I also have to say that my most difficult groups, without exception, were those composed of The Professionals. Those people who made it their business to THINK about all the details (facilitators, systems theorists, etc.). Eventually even these folks “got with the program” and everything happened just as it usually does in Open Space. But the shift occurred, as I saw it, only when they stopped thinking about it.
I think there may be a lesson here. Engaging complexity is not primarily a rational act. Even though complexity is a basic existential concern for all of us, right up there with Death – the resolution to our dilemma will not be found through rational enterprise (thinking about it). A major frustration for us all! But the good news is that we do not have to travel that route. Indeed we really don’t have to travel at all. We’re already there!
Proof is a slippery word, but I think it fair to say that the 30 year Natural Experiment of Open Space has rendered a verdict almost as good. Highly Probable. Given our experience of 1000’s of groups effectively dealing with complex, conflicted, inflammable issues prepared only by a 10-15 minute invitation/introduction...It is highly probable that the essential skills and mechanisms were already present within the group prior to their arrival at the circle. In short they were “already there.” No need to think about it. Just Do it!
Once done, it is then time for rational reflection. In truth our innate capacity for dealing with complexity, once awakened, flows so seamlessly that most people hardly notice. At the end of every Open Space in my experience the people evidenced some real sense of joy, satisfaction, completion... and little appreciation of how it all happened. It just was. That is all they know, and all they care to know. That status may be more than sufficient in the moment, but it is also true that rational reflection in all its forms (model building, data collection, etc) can enhance the appreciation, and deepen the experience.
As one who has spent a lifetime doing all that “rational activity” from model building to data collection (well, story collection J), I can truly appreciate and applaud the effort. Useful undertaking, I think. BUT none of that can hold a candle to the profound sense of wonder and awe that I experience in the silence of my not-knowing. That is truly wonderful.
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
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From: OSList [mailto:oslist-bounces at lists.openspacetech.org] On Behalf Of Peggy Holman
Sent: Sunday, July 27, 2014 3:48 PM
To: Open Space Listserv
Subject: Re: [OSList] Management and Organization
Cynefin definitely helps put complexity in context. Once a client recognizes the complexity, can a map of the journey they will likely face be useful?
While the map is most definitely not the territory, I have played with conceptual maps that can help with navigating the dynamics of emergence. They are descriptive of what I've observed over the years.
Here is a way I've come to think of it:
All change starts with disruption. After all, if everything is smooth, why change? Disruptions open the door to differentiation, characterized by diversity, experimentation, and a roller coaster of emotions as old ways cease to function and new ones haven't yet found their legs. At some point, connections start to gel and a new coherence arises -- emergence.
While the details of every situation are unique, this pattern describes a common arc. What are the implications for those of us who work with groups? Certainly opening more space. As Dan said, the pace of facing complex situations is accelerating. So I continue to look for simpler and simpler ways to describe ways of working with it so that we and our clients can more consciously be in the flow.
My latest attempt:
When faced with disruption, ask a possibility oriented question -- the attractive question that draws the diversity of those who care to an Open Space meeting. I think of it as bounding from within. Such questions provide focus, implicitly invite collaboration, and create a permeable boundary -- a fertile, sufficiently safe space -- for engaging.
Within that space, maximize the opportunity for individual expression and connection -- as Open Space does brilliantly. If you look at many examples that have been discussed on this list, it also happens naturally when faced with disruption. Think of the creative responses to disasters. People step in, taking responsibility for what they love, doing everything from providing medical aid to creating apps for people to locate missing loved ones, finding partners along the way.
What contributes to coherence arising? Reflecting together, noticing what's showing up and naming it into being. Evening news and morning announcements are simple, elegant ways that Harrison designed into Open Space. It's often obvious that something new has emerged only after the fact. In looking back, we speak of the Roaring 20's or the Industrial Age. I wonder what coherent narratives will ultimately emerge from this disruptive time we are in now?
As I mentioned, these patterns describe what I've noticed working. The value I see in naming them is to help us and our clients navigate the territory.
I've got some visuals I can share if anyone is interested.
Peggy
Sent from my iPad
425-746-6274
www.peggyholman.com
Check out Engaging Emergence: Turning Upheaval into Opportunity - www.engagingemergence.com
On Jul 27, 2014, at 9:46 AM, Chris Corrigan <chris.corrigan at gmail.com> wrote:
Thanks David.
I think it's true that complexity emerges from connectivity - spares prior connections and lots of diversity being some of the prerequisites for emergence. I'm also certain that humans have always been confronted with more complexity then we could ever handle.
To deal with complexity we revolved cultures. Storytelling is the way we make sense of what is fundamentally confusing to us. When you don't know what you are facing, standing around a fire and telling stories with your people is a pretty good strategy. And so it goes today.
Most of us working in the complexity field with human groups rely on stories as a big piece of our work. The reason for this is that in a complex system you just can't have ALL the date (because it is created way too fast and is way too dynamic) so you need to rely on anecdotes to give you enough socially constructed knowledge to move.
There is truth in data and truth in myths. Knowing which truth and which method to apply where is important.
Chris
--
CHRIS CORRIGAN
Harvest Moon Consultants
Facilitation, Open Space Technology and process design
Check www.chriscorrigan.com for upcoming workshops, blog posts and free resources.
On Jul 26, 2014, at 8:28 PM, David Osborne <dosborne at change-fusion.com> wrote:
Chris,
Thanks so much for this post....it has once again stirred my thinking on all of this.
Another model that I find helpful that is similar to Cynfin is the agreement / certainty matrix. It adds another dimension to the problem solving which is even if we knew the answer could we get others to agree to do it??? It is based on the work of Ralph Stacy, I believe originally created by Brenda Zimmerman as a visual model:
This is a link for those interested in more: http://dev.change-management-toolbook.com/mod/book/view.php?id=74 <http://dev.change-management-toolbook.com/mod/book/view.php?id=74&chapterid=58> &chapterid=58
The other thought that I have related to this discussion relates to the comments that more-and-more complex problems seem to be emerging based on the pace of Change. I once heard John Holland, one of the early contributors to the emergence/complexity field state that complexity id directly correlated to connectivity. As connectivity increases, there is greater potential for something new and different to emerge. If we look at how connectivity has increased over the past two decades It's easy to see why complexity is increasing. I'm actually surprised we haven't had more disruptive change.
Onward and upward
David
On Tue, Jul 22, 2014 at 2:57 PM, <chris.corrigan at gmail.com> wrote:
I seek simplicity in trying to describe where and how Open Space does it’s magic.
One of the ways I have had excellent success over the years in describing this work is derived from David Snowden’s work on the Cynefin framework.
The short story is this:
We are faced all the time with problems that are basically knowable, and problems that aren’t. Knowable problems mean that with the right knowledge and expertise, they can be fixed. A technical team can come together and analyse the causes, work with what’s available and craft a solution. Then they can get an implementation plan in place and go ahead and do it. These kinds of problems have a start line and a finish line. When you are done, you are done. Building a bridge is one of those kinds of problems. You build it and there is no tolerance for failure. It needs to be failsafe.
Open Space doesn’t work well for those kinds of problems because the solution is basically already known, or at least knowable.
Then there are problems for which no know solution exists, and even if you did get a solution, you can’t really “solve” the problem because the problem is due to a myriad of causes and is itself emergent. For example, racism. Look around and you will find very few people that identify themselves as racists, but look at the stats for Canadian society for example and you see that non-white people are trailing in every indicator of societal success. Essentially you are seeing the results of a racist society but no racists anywhere. This is an emergent problem. Racism itself is a self-organizing phenomenon, notwithstanding the few people that actively engineer racist environments. Such a problem didn’t really start anywhere and it can’t really end either. What is needed is a way of addressing it, moving the system away from the negative indicators and towards something else.
In other words, this is a complex problem.
The way to solve complex problems is to create many “strange attractors” around which the system can organize itself differently. Open Space nis the best method I know of for creating such strange attractors, as they are born from the passion and responsibility of those that want to create change, and they are amplified by people coming together to work on these things.
It’s “post and host” rather than “command and control.”
And because you can’t be sure if things are going to work out, you have to adopt a particular mindset to your initiative: one that is “safe to fail.” In other words, if it doesn’t work, you stop doing it. If it does work, you do more of it. And all the way along you build in learning, so that the system can see how change is made and be drawn towards those initiatives that are currently making a difference. Certainly this kind of problem solving is not useful for building a bridge, as you cannot afford a failure there. But for problems with no known solutions, it is brilliant.
Harrison has spent decades outlining this simplicity in even less words than I have now and his writing and thinking is, and continues to be far ahead of it’s time and maybe a little under appreciated because it is delivered in simple terms like “don’t work so hard.” But ultimately this is the best and most important advice for working in complex systems.
Open Space. Do it. Learn. Do it again. Don’t work so hard.
More than that really starts to build in the delusion that people can possibly know what to do. From that place solutions will be deluded. That they may work is pure luck. Open Space offers us a disciplined approach to addressing complexity in an ongoing way. Don’t be fooled by its simplicity.
Chris
On Jul 21, 2014, at 6:52 PM, Harrison Owen < hhowen at verizon.net> wrote:
Love what you are saying... and I think you may be working much too hard. From where I sit, the basic reality is that all the World is self-organizing. That includes all the stuff we think we “organized.” So the bottom line is – we are all self organizing, and some of us are doing it better. Which is to say that some folks are struggling to invent what is already happening “all by itself,” and others are allowing (appreciating) what is happening all by itself. For me, Open Space is simply a great way of “practicing” what is already happening. Even if we think it isn’t. Or something.
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
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From: OSList [ <mailto:oslist-bounces at lists.openspacetech.org> mailto:oslist-bounces at lists.openspacetech.org] On Behalf Of agusj
Sent: Sunday, July 20, 2014 11:25 PM
To: World wide Open Space Technology email list
Subject: Re: [OSList] Management and Organization
Hello Harrison, David S and David O,
I find the thread of this conversation very interesting and inspiring. In my opinion, the success of using OS to transform businesses in self-organizing organizations depends of the way you do it. It is very different to use OS as a means to experience a different way of organization than using OS as a means to allow organizations to have an experience of themselves from a context of self-organization.
An option of the first approach is to use OS as an isolated practice in the "old system". This way maybe it can help to fix something, but it is very possible that it is not going to make a real difference, if the organization does not transfer in any way the underlying conditions of OS to its everyday environment.
An example of the second approach is to use OS as a Trojan horse, acting like a hacker. Under this scenario, the organization adopt OS as a common practice because its effectiveness to solve problems or to foster innovation, or whatever. This way, its continued use over time probably generates a new cultural context that facilitates the emergence of self-organization. It could take time, but the chance that self-organization put down roots is higher than with the first approach.
Agustin
PS - Recently I read a book that shows the cases of some organizations that are defying the "old system" very succesfully. The name of the book is Reinventing Organizations written by Frederic Laloux.
_____
From: Harrison Owen < <mailto:hhowen at verizon.net> hhowen at verizon.net>
To: 'World wide Open Space Technology email list' < <mailto:oslist at lists.openspacetech.org> oslist at lists.openspacetech.org>
Sent: Wednesday, February 5, 2014 12:09 PM
Subject: Re: [OSList] Management and Organization
David, Listen to your words... “ we're exploring the question of how can we have some structure and boundaries and yet provide space for self-organization. It's hard to find models that enable both.”
I hate to say it, and you won’t be surprised, but I think you are working much too hard. Sounds to me suspiciously like a variant of “organizing a self organizing system.” Especially that part about “find(ing) models.” The systems you are contemplating (your business and the Association) are their own best models. Nothing else will even come close because they are unique. And if self organization is anything like I think it is, one of its major activities is the creation of “structures and boundaries.” That, by definition, is what self organizing systems do, along with a few other things. So the key activity for me would be to stop looking for models, and start paying careful attention to how your two self organizing systems naturally express themselves in structure and form.
Initially your task will be complicated by all those “other” structures and forms that have been laid on, arbitrarily I would say, just because it seemed like a good idea at the time – in accord with the latest “models,” or “accepted practice.” After all, we think we all know what an organization SHOULD look like. J
But there is a way through the forest, I think, which is actually the “design principle” I employed in the development of Open Space Technology. You’ve heard it before. Think of one more thing NOT to do. Just keep striping away those forms and procedures that you thought to be essential for your organizations’ function. Don’t try to do it all at once, and start with what I might call the low hanging fruit. Those things that just get done, even though nobody can remember why.
Then notice what happens. If something comes back, that is pretty good evidence that it was a natural form or structure, and your systems, in their own wisdom, felt the need. On the other hand, if it stays gone, just say bye, bye, enjoy the new space, and get on with your business.
It is true, of course that some structures and forms are required by external authorities: Taxes, annual reports, and the like. In those situations, I have found it helpful to ask, “What is the minimal level of form and structure required to get the job done?” For some reason, people seem to make the simplest things unendingly complicated. In extremis there is a presumption that if it is simple, it can’t be any good. I’ve noticed this on more than one occasion with the public perception of OST, especially among those who have never been involved. I suppose this has something to do with the Expert Syndrome – if you make it complicated enough you will surely require the services of an Expert to help you through. For a fee of course. And to be honest, we in the OS community sometimes seem to be guilty of the same thing.
So there are some suggestions to get started. If you want more, and probably more than you want – you might take a look at Part II of Wave Rider, “A Wave Rider’s Guide to the Future.” And for a slightly different slant see Part IV of the Power of Spirit, “The Care and Feeding of the Interactive Organization.” And just to be clear, an Interactive Organization is my term for a conscious, self organizing system.
Harrison
PS – And for the record, all of the above are by yours truly and available from Amazon.com and the publisher, Berrett-Koehler.
Harrison Owen
7808 River Falls Dr.
Potomac, MD 20854
USA
189 Beaucaire Ave. (summer)
Camden, Maine 04843
Phone 301-365-2093
(summer) 207-763-3261
www.openspaceworld.com
www.ho-image.com (Personal Website)
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From: <mailto:oslist-bounces at lists.openspacetech.org> oslist-bounces at lists.openspacetech.org [ <mailto:oslist-bounces at lists.openspacetech.org> mailto:oslist-bounces at lists.openspacetech.org] On Behalf Of David Osborne
Sent: Tuesday, February 04, 2014 6:57 PM
To: World wide Open Space Technology email list
Subject: Re: [OSList] Management and Organization
Harrison,
I had to laugh at my own words as I re-read them.. ."support leaders in adopting approaches that move toward greater and greater levels of self-organization." The system of course is self-organizing all the time !!!
Opening space enables the system it to move closer and closer to high performance versus stuckness, stagnation, decline and death. If I restate what I was trying to express, I think we can Open Space in big ways as an OS does and/or in small ways through the openness in leadership approaches that provide more space for passion, creativity, personal responsibility etc. This is working at the micro-level though versus the full paradigm shift you describe. I agree with your description whole-heartedly.
You raise for me very pragmatic questions. Both in our small company, ChangeFusion, and in a global membership organization I'm involved in we're exploring the question of how can we have some structure and boundaries and yet provide space for self-organization. it's hard to find models that enable both.
I'd love to hear if others have suggestions of examples.
David
On Tue, Feb 4, 2014 at 2:54 PM, Harrison Owen < <mailto:hhowen at verizon.net> hhowen at verizon.net> wrote:
Hello David O. and David S. I’ve re-titled to give the thread a new name if only because I think it is headed in some new directions with hopefully a long and useful discussion in prospect.
This discussion may get a little difficult as we attempt to define and understand the words we are using, “Management,” for example. I had in mind the more common garden variety of Management’s role in organizations. As Wikipedia (that source of all useful information) notes, “Despite the move toward workplace democracy, command-and-control organization structures remain commonplace as de facto organization structure.” (Wikipedia). Back in the old days a common definition of a good manager was one who, “Makes the plan, manages to the plan, and meets the plan.” And we all know how that was supposed to be done. Single word: Control. Lots of Command and Control.
David has moved in new, interesting and effective directions saying, “What I have found is that as I'm able to share the conditions that support self-organization and how they can be integrated into individuals leadership approach that the leaders move toward approaches that support greater and greater self-organization.”
I applaud the effort, but it seems to me it may be rather a half step. If I hear David’s words correctly, the fundamental understanding of “organization” remains unchanged (predesigned structure and controls with Leaders/Managers in charge) and the new effort is to enable “leaders (to) move toward approaches that support greater and greater self-organization.” Tactically I can certainly understand the approach, but what if organization is fundamentally, essentially, in totality – Self Organizing? If that is the situation, “greater and greater self organization” makes little sense for a very simple reason. It is all self organizing to begin with! But I guess that is just splitting hairs, and for sure the heart is moving in the right direction.
The revolutionary in me (and yes there is some of that J ) would dearly love to shake the organizational world by the scruff of the neck saying something like, Move on, Wake up! You just can’t get there from here. And for a certainty, such an approach would have no chance of success. There needs to be a change in view, I am sure -- but forced change, were it even possible, falls back on the old way which wasn’t effective then and won’t work now. And there is another way which unfortunately requires some patient waiting. But we may not have to wait that long.
It is a very common lament -- that, “things just aren’t working.” What “things” and the nature of their dysfunction are often left unsaid, but the universal uneasiness is pretty clear. To date, the usual response has been to do more and more of what we’ve always done, but maybe with a different name (Quality Circles, Process Re-Engineering, Dialogue, maybe even AGILE when mandated etc.). The results have not been inspiring. Some would even include Open Space Technology as a new tool. But I don’t think that works either if the intent is to fix the old system.
As the lament continues, some strange things are happening. Every now and again something actually WORKS! And it works even when the plans are busted, the leadership is incompetent, the environment sour and threatening. Who knows how or why – but it worked. The Brits usually call this Muddling Through, which is what happens when everything goes a different way than it was supposed to – but it all turns out fine. Phew!
There is another name for this strange phenomenon. Anomaly. Anomaly literally means being outside the law (lawless) from the Greek a (without) nomos (law). Anomalies cause one to scratch the head in wonder...How on earth could THAT happen? Most often, we just pass them by with a dismissive, “weird!” I think that is a mistake.
Peter Vaill, an old friend and colleague, had a knack for seriously noticing anomalies. He observed that some organizations performed at levels of excellence that definitely blew away the competition. He called them High Performing Systems. The problem was, these systems broke all the rules of how organizations were supposed to work. As a Professor of Management, Peter could be accused of a flawed effort because instead of attempting to analyze how they worked, Peter contented himself with a delightful description of what they did, which he captured in a short paper (1977), The Behavioral Characteristics of High Performing Systems. I say delightful because he wrote in a totally colloquial fashion, and definitely not in the style of Academe, even though he was the (then) Dean of the Business School at George Washington University.
Writing almost 10 years before Open Space Technology, Peter seems prescient, for his “Behavioral Characteristics” are a perfect description of the common behavior at every Open Space I have ever seen. Taking a tall leap in logic, I have argued (Wave Rider) that the link between Peter’s High Performing Systems, and what we have experienced in Open Space is the phenomenon of self organization. Or put somewhat differently, High Performing Systems are well functioning self organizing systems. And in function and effect they are definitely anomalous for according to the accepted wisdom, they simply could not happen or do what they do!
On the subject of Anomaly and the importance of same, the work of Thomas Kuhn comes to mind. Author of, “The Structures of Scientific Revolutions,” Kuhn gave us that wonderful concept, “paradigm,” as in Paradigm Shift. As an historian of Science, Kuhn describes how the scientific world grew in wisdom and stature, passing through several understandings of the nature of things, on the way to new (and presumably better) ones. That passage he called, Paradigm Shifts. According to his story, the scientific or learned community held a certain view of reality for a period of time, which worked very well, and seemed to explain most, if not all, of the phenomenon of their experience. This view (paradigm) was taken as The Truth, and defended with ferocity. For example, everybody “knew” at one time that the Earth was the center of everything and those who disagreed were considered heretics, and often dispatched. Galileo, for instance. Then funny little anomalies began to show up as people observed the heavens. If the anomalies were not an illusion then Earth centeredness was false – which everybody knew must be wrong, insanity, or worse. But the anomalies refused to go away, which made people more and more uncomfortable, to say nothing of angry. Then one shinning day the view shifted. Same old heavens as before but seen with totally new eyes. Paradigm shift. Very powerful and never comfortable.
This brief sojourn into the History of Science can be helpful to our present concerns, I think, for we are facing a very similar situation in our understanding of organizations, as well as management. The traditional understanding of organization, and therefore management, has been around for a long time. As with all paradigms, it is taken to be The Truth, and those who challenge will inevitably be subject to dismissal at the beginning, changing to discomfort, and perhaps ending with anger. The reason is very simple. The investments in this particular paradigm are enormous, and include ways of life, ways of making a living, and for some, life itself. Messing with all of that cannot be done lightly.
And yet the anomalies persist. Some are quite subtle and are perceived only as a growing sense that “things are not working as we expected.” However, when the system/organization seems broken, it is clear that we must fix it and we think we know how. If the organizational process is screwy, then obviously we need Process Re-Engineering. But it didn’t work. We try harder and harder, doing variants of what we’ve always done, and (surprisingly) we get what we’ve always got. But hope springs eternal, and someday we will find The Fix. Or so it says in all the books. Maybe.
Other anomalies are not so subtle. Open Space Technology is such an anomaly. I believe it to be true that Open Space violates virtually all principles and practices of traditional organizational theory and management practice. To the extent that it (OS) works as we have experienced it working – much if not all of current practice is called into question. My view is doubtless biased, but some 20 years ago, a senior official from the American Society for Training and Development (pardon the repeat) seemingly had the same impression when he told me, after hearing what happened in Open Space, “Harrison, if what you say is true, then 99% of what we are currently do does not need to be done.” I would have been greatly relieved had I been able to argue with him. But I couldn’t. I can’t.
So David(s) – where does that leave us? Discretion might dictate picking up our toys and going home. Others might suggest heading for the barricades. Personally I don’t think either possibility is very useful. I simply cannot deny what I have experienced in Open Space, nor can I resist the compulsion to share the experience in whatever way with whomsoever might show up. I think the bottom line may come down to: Move slowly with empathy, and be prepared to wait.
And what would that mean for us and what we do...? At a practical level, it could mean something like this. Let’s suppose that the Management of a very traditional Organization shows up on our doorstep. They are concerned that organizational function is dismal, the people seem to dislike each other and what they are doing, and profits have disappeared. The request is simple: Help! Somewhere they heard about Open Space and believe (hope) it could fix their system, or at least make a start.
It sounds like a marvelous opportunity, and a natural response would be, YES! At least that would be my response. All the essential preconditions for OS seem to be in place (real issue, complexity, etc) – BUT ... There are some issues to consider. First, if by “fixing their system” the client means that the “traditional Organization” is going to be put back together as it once was, that is a real problem, I think. The reason is simple – the root of their problems is precisely the system (understanding of organization) they were working under. Make it even stronger. Were I to design a system that would maximize separation and alienation, minimize creativity and collaboration – I don’t think I could do any better than the system they were operating under. Fixing, or restoring that system would only compound their misery. Secondly, Doing an Open Space in that organization is quite likely to increase the general dissatisfaction with how things are done. As one senior executive from a very traditional organization said to me following an Open Space we did, “You have ruined me for work in this place. I am not sure whether to thank you or hate you.” Talk about being caught on the horns of a dilemma! If fully successful with my task (opening space), I will have failed the clients’ primary expectations (fixing the system) and simultaneously raised the level employee dissatisfaction.
All true, I think. And I would still do the Open Space, but my reasons could cause some problems unless very carefully explained, and that explanation itself is problematical. At one level I will do the Open Space because I know that it will enable people to be more comfortable, powerful, sure of themselves. That’s the easy part. But at another level I will do the Open Space in order to introduce anomaly... one more nudge towards Paradigm Shift.
I know full well that I can’t shift paradigms for people. The same is true of Transformation, which has a lot to do with paradigm shift. Both will happen all by themselves...or not. But I can and will nudge when given the opportunity. After that it is all about waiting...
So what do you think about all that?
Harrison
Harrison Owen
7808 River Falls Dr.
Potomac, MD 20854
USA
189 Beaucaire Ave. (summer)
Camden, Maine 04843
Phone 301-365-2093
(summer) 207-763-3261
<http://www.openspaceworld.com%20/> www.openspaceworld.com
<http://www.ho-image.com%20/> www.ho-image.com (Personal Website)
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From: <mailto:oslist-bounces at lists.openspacetech.org> oslist-bounces at lists.openspacetech.org [ <mailto:oslist-bounces at lists.openspacetech.org> mailto:oslist-bounces at lists.openspacetech.org] On Behalf Of David Osborne
Sent: Monday, February 03, 2014 9:47 AM
To: World wide Open Space Technology email list
Subject: Re: [OSList] Trust
I'm not sure I agree OS fails as a management tool.....Self-Organization has become the lens I look at all my work as an individual who supports groups and organizations in change and in my leadership and management development work. It's not an either / or for me os works or doesn't work as a management tool.
Leadership is simply supporting an organization in moving toward its goals. The invitation in OS is the goal or issue that people care about. What I have found is that as I'm able to share the conditions that support self-organization and how they can be integrated into individuals leadership approach that the leaders move toward approaches that support greater and greater self-organization. This is not top-down, traditional leadership or management. As you propose in Wave-Rider Harrison, I believe the principles of OS / self-organization can be integrated as a leadership approach with great results.
David
On Mon, Feb 3, 2014 at 8:57 AM, Harrison Owen < <mailto:hhowen at verizon.net> hhowen at verizon.net> wrote:
David – I would totally agree that OS “ utterly fails as a management tool.” Then again I think that OS shares this fate/condition with all other “management tools,” at least as I understand “management” and “tool” in the context of enabling effective human performance. And thereby hang the beginning of a long and useful discussion, I think.
ho
Harrison Owen
7808 River Falls Dr.
Potomac, MD 20854
USA
189 Beaucaire Ave. (summer)
Camden, Maine 04843
Phone 301-365-2093
(summer) 207-763-3261
<http://www.openspaceworld.com%20/> www.openspaceworld.com
<http://www.ho-image.com%20/> www.ho-image.com (Personal Website)
To subscribe, unsubscribe, change your options, view the archives of OSLIST Go to: <http://lists.openspacetech.org/listinfo.cgi/oslist-openspacetech.org> http://lists.openspacetech.org/listinfo.cgi/oslist-openspacetech.org
From: <mailto:oslist-bounces at lists.openspacetech.org> oslist-bounces at lists.openspacetech.org [mailto: <mailto:oslist-bounces at lists.openspacetech.org> oslist-bounces at lists.openspacetech.org] On Behalf Of David stevenson
Sent: Monday, February 03, 2014 1:51 AM
To: World wide Open Space Technology email list
Subject: Re: [OSList] Trust
Ho indeed Harrison! OpenSpace opens space for freedom of spirit and heart, choice and the weaving of our fates and destinies with that of our world, it does not achieve complience and so, at least to the extent that people are to be managed...
On Saturday, February 1, 2014, Harrison Owen < <mailto:hhowen at verizon.net> hhowen at verizon.net> wrote:
Brendan said: “And in my view , all germinating from that initial transfer of trust between mentor and sponsor” Right on! I don’t think it makes a bit of difference how elegantly one “does” the Open Space. It is really all about TRUST. When I said that anybody with a good heart and good mind can “do it,” that is just a long winded way of saying what I’ve always found to be true. Expertise is interesting. Integrity and Trust are essential. A new comer to the OS world, opening space for the very first time, muffing some lines, and forgetting others – can do every bit as well as a 20 year veteran. The coin of the realm is Integrity, authenticity, trust. But none of that should be news, for that trio is the bedrock of all positive human encounter, I think. Which may just be another way of pointing out that OS is not some special process we do, it is just life lived well. Or something.
ho
Harrison Owen
7808 River Falls Dr.
Potomac, MD 20854
USA
189 Beaucaire Ave. (summer)
Camden, Maine 04843
Phone 301-365-2093
(summer) 207-763-3261
<http://www.openspaceworld.com%20/> www.openspaceworld.com
<http://www.ho-image.com%20/> www.ho-image.com (Personal Website)
To subscribe, unsubscribe, change your options, view the archives of OSLIST Go to: <http://lists.openspacetech.org/listinfo.cgi/oslist-openspacetech.org> http://lists.openspacetech.org/listinfo.cgi/oslist-openspacetech.org
From: <mailto:oslist-bounces at lists.openspacetech.org> oslist-bounces at lists.openspacetech.org [ <mailto:oslist-bounces at lists.openspacetech.org> mailto:oslist-bounces at lists.openspacetech.org] On Behalf Of Brendan McKeague
Sent: Saturday, February 01, 2014 12:57 AM
To: World wide Open Space Technology email list
Subject: Re: [OSList] Sponsor PreWork Conversation (long)
A very interesting question Chuni Li...
The sponsor was being mentored by one of my colleagues in our local Open Space community of practice (Wave Riders) who suggested to him that OS was the right method/model for the task at hand. As his coach (the formal role as perceived by the organisation), my colleague encouraged the sponsor to get in touch with me to avoid any perceived conflict of interest. The sponsor researched OS for himself first and then engaged me to provide the specialist knowledge....Harrison often says that anyone with a good heart and head can open space - and I agree - while at the same time, I acknowledge that 'Open Space wisdom' is often helpful, if not necessary, in situations of increased complexity and potential conflict.
After his initial attraction to OS in theory, and as part of his research, the sponsor then ran a mini Open Space within his own jurisdiction to see how it worked in reality - he wished to speak from his lived experience when engaging with his higher-uppers. He also watched a few of the growing library of YouTube clips that are so wonderful for educating potential sponsors.
Now totally convinced, the transfer of trust was complete at various levels....trusting the process (OST works) AND trusting the facilitator (who was aligned with the essence of OST - i.e living in it) AND trusting that both facilitator and process were 'fit-for-purpose' in this context.
And in my view , all germinating from that initial transfer of trust between mentor and sponsor
Hope this story helps
Cheers Brendan
On 31/01/2014, at 1:10 PM, <mailto:chunili2000 at yahoo.com> chunili2000 at yahoo.com wrote:
Thank you Brendan for taking the time to organize and share this information - so precious and such a generous gift!
I am curious about the sponsor who "put his neck out" to make the event happen.
Had he experienced OST before? Did you have to "convince" him? What made him willing to "jump through the hoops?" Was it the OST process or was it you that he trusted?
Chuni Li
New Jersey
From: Brendan Mc
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