[OSList] OS and Planning

[Michael M Pannwitz via OSList]

Harrison mentions the "Rockport Shoes" story several times in his books, 
retelling it with specific twists as is appropriate for a real story 
teller...  under various headings:

--- "Getting the Whole System in the Room"  (pages 132-133 in the 3rd 
addition of the Users Guide)
--- "Appearance of the Stranger" (pages 128-130 in Expanding Our Now) 
--- "Who should be Invited" (pages 153-155 in Wave Rider)

Planning, in the sense of carefully looking at various aspects that 
might be important to a really productive event, is perhaps more 
important than the Planning Part at the end of the event itself.

In my practice I have not seen stuff surface in the Planning Part 
(almost always done in the format of an "Action Space") that had not 
"announced" itself in the breakout sessions/report sheets in some way.

What I do run into regularly - and now always look for - are 
participants that tell me how wonderful an Open Space was that they 
attended (often years ago) and then proceed telling me what happend 
after the event. Its usually about stuff that action was taken on 
successfully which from the point of view of the participant came out of 
the gathering but did not find its way into the notes or the action 
steps... which are cluttering up my basement.

How is that?

Greetings from a sunny winter day in Berlin
mmp


Am 17.02.2017 um 16:38 schrieb Harrison Owen via OSList:
> Eina wrote: thanks Harrison, could you give (or others) an example for
> this sort of Planning in OS?” I suggested she put the question online,
> but she seems to be having some difficulty. So I do it myself…
>
>
>
> I can think of many examples, but two have some write up – The first one
> is Rockport Shoes where the whole corporation was involved in a 2 day
> open space on the corporate future. The New York Times did a nice full
> page story which you can reach in their archives. What  caught my
> attention was not the plan produced but the positive actions that took
> place before the 1^st day of Open Space had concluded. In a word the
> merger of planning/doing. Specifically, one group created a whole new
> product with manufacturing space reserved, finance available, marketing
> plan in place – with an estimated ROI of $25,000,000. At the same time
> another group did a fix to the inventory system with a net saving of
> $4,000,000. In short $29,000,000 added to the bottom line – which
> represented a 10% increase. Not bad for the first day! And the
> significant thing for me was that there wasn’t a hair’s breadth between
> planning and doing. Talk about reducing “time to market.”
>
>
>
> The second example was the AT&T Olympic pavilion. The final product was
> the building design – which was complete in two days. No planning for
> the Design. You can find descriptions of this in my book “Wave Rider” –
> and a shorter whirl in my TEDX talk “Dancing with Shiva” which you can
> find on YouTube.
>
>
>
> Harrison
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> 7808 River Falls Dr.
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> Potomac, MD 20854
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> Summer Address
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> 189 Beaucauire Ave
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> Camden, ME 04843
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> 207 763-3261
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-- 
Michael M Pannwitz
Draisweg 1, 12209 Berlin, Germany
++49 - 30-772 8000



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