[OSList] OST for big changes in company

Thu Jul 7 16:02:33 PDT 2016

thank you all for sharing,
for your time, consideration, warnings, reminders and hints.
and your good wishes.

i was very impressed with the diversity of reactions.
this feels healthy :)

accompanying the organisation in this moment
has been a very touching process.
it is close to a closure now.

working a lot with startup/IT companies,
where acquisitions are frequent and expected
i was very happy to explore together with the board,
where the space is actually open
and what kind of experience
they want to design and invite people to co-create.

referring to many of you writing about the true/full openness - even if not
a 100% best scenario ever is available in the NOW, supporting those in
charge in opening up bit by bit and exploring what could be and what they
maybe decide will not be this time + the reasons behind is of high value to
me in my work.

i am happy to be a part of many more experiences of the circle of
(organisational) life-and-death.

have a good day,

karolina.

____________________________________
*karolina iwa*
social innovation
senior facilitator
blog <http://www.karolinaiwa.com> I twitter
<https://twitter.com/karolinaiwa> I l
<http://de.linkedin.com/pub/karolina-iwa/58/9b6/403>inkedin
<http://de.linkedin.com/pub/karolina-iwa/58/9b6/403>
+49 15774 932193
____________________________________

On 10 June 2016 at 21:17, Anna Caroline Türk <oslist at lists.openspacetech.org
> wrote:

> Thank you Suzanne for sharing. It really resonates with me.
>
> much Love
> Anna Caroline
>
>
>
>
>
>
>
> Anna Caroline Türk
>
> + 49 (0) 176 248 72254
> Skype: AnnaCarolineTuerk
>
> www.TruthCircles.com <http://www.truthcircles.com>
>
>
> On 10 Jun 2016, at 20:13, Suzanne Daigle via OSList <
> oslist at lists.openspacetech.org> wrote:
>
> Dear Karolina,
>
> I am sure I am stating the obvious in what I am writing. I am not
> providing solutions, answers or recommendations. Nonetheless, perhaps some
> of what I've described will be useful, added to what others have
> contributed.
>
> Without knowing what the news is or how much people will be impacted by it
> (job losses, changes in roles and responsibilities, sale of a company or a
> division, relocation, reasons for the board to be making the decision
> (imposed or by choice), financial decision, market, etc?  - my inclination
> is to focus on sharing the facts as directly and simply as possible,
> explaining the context of what led to the decision and what's known and not
> known.
>
> Perhaps some people will view this major change as positive for themselves
> whereas others will see it as a major loss. A mix of guilt and fear, anger,
> frustration, hope, relief because some individuals sensed it was coming
> whereas for others, it came as a complete surprise. All these reactions can
> happen at the same time. Nothing predictable. We need to make space for
> those reactions without creating an event to do so. In a business as usual
> sort of way that is respectful. There will be time later to focus on the
> future.
>
> Without judging the circumstances and as much as we would want leaders and
> their senior teams to be involving people broadly on critical decisions and
> major changes, we all know that this rarely happens. The fact that this
> major change was known by the board "some time ago" and has not been shared
> until now needs to be explained. If not, then the distrust will be even
> greater and any overtures to invite, involve and include will be met with
> great skepticism and distrust.  Individuals on the receiving end also need
> time to understand and process the information. When we hear bad news the
> first time, we don't quickly understand it, nor do we hear it accurately.
> Too many emotions.
>
> To further compound it, once leaders have made their decisions and are
> ready to announce, how soon they forget what it was to not know, to live
> with the uncertainty, the fear, etc.  They are ready to move on when others
> are not; they want to mitigate the negative impact to the business and
> forget to leave time and space for people to have their  own "aw shit"
> moments, alone and together.
>
> How often I have seen leaders and others misjudge the early negative
> reactions when people on the receiving end  are trying to absorb bad news.
> Applying labels like "not a team player" or "immature".  Applauding those
> who seem to be more in control of their emotions when in fact, the opposite
> is true; they are just as aggrieved if not more as the others.
>
> So Karolina as I describe all this, perhaps what I'm saying is that "less
> is more".  No similar stories (they will never feel like their own story),
> no designing the "best experience for change" just giving people the facts
> and some room to breathe and absorb.  Inviting leaders "to let go" is a
> mammoth task but surprisingly when people are given time and space to vent,
> space seems to open for a new future to be created.
>
> Thank you Karolina for asking us. I appreciated the opportunity to relive
> experiences from my past -- before I had ever heard of Open Space. It
> reminded me of the great value of "not doing" versus "doing too much, too
> fast".
>
> 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 @Daiglesuz
>
>
> On Thu, Jun 2, 2016 at 9:53 AM, Karolina Iwa via OSList <
> oslist at lists.openspacetech.org> wrote:
>
>> dear group,
>>
>> i am seeking advice and stories.
>>
>> on monday i have a meeting with the board of a company we've been
>> supporting for the last year in their growth. some time ago they decided to
>> make a major change (cannot get into more details at this point), which
>> most probably a. will make quite some people in the company experience
>> negative emotions and b. is coming quite unexpectedly.
>>
>> the board intends at designing the best change experience they can in the
>> moment of communicating the changes and after.
>>
>> we intend to open the space after the news has been shared + the reasons
>> behind it & consequences for the company & employees have been
>> communicated, so i am wondering - from your experience:
>>
>> - what would be similar stories you took part in / heard of?
>> - what can be helpful / should we pay attention to while preparing the
>> meeting for the board and with the board preparing the whole organisation
>> meeting?
>>
>> thanks in advance for sharing.
>>
>> karolina.
>>
>>
>>
>> ____________________________________
>> *karolina iwa*
>> social innovation
>> senior facilitator
>> blog <http://www.karolinaiwa.com> I twitter
>> <https://twitter.com/karolinaiwa> I l
>> <http://de.linkedin.com/pub/karolina-iwa/58/9b6/403>inkedin
>> <http://de.linkedin.com/pub/karolina-iwa/58/9b6/403>
>> +49 15774 932193
>> ____________________________________
>>
>>
>>
>>
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