[OSList] OS and Planning

Wed Feb 22 07:48:00 PST 2017

Thank you so much for that story, Birgitt!

Really helpful... so much we can learn,
from sharing stories of practice...

all best wishes,

Rosa

*Rosa Zubizarreta*

*meet me at my DiaPraxis website <http://diapraxis.com> and on my Listening
Arts blog <https://rosaz.wordpress.com/>*

* <http://www.DiaPraxis.com>*

On Wed, Feb 22, 2017 at 10:12 AM, Birgitt Williams via OSList <
oslist at lists.openspacetech.org> wrote:

> Michael's perspective that the planning ahead to have a really productive
> event is a conclusion I heartily agree with. Basically it is about getting
> the theme right, the right length of time for the meeting, and making
> implied 'givens' explicit. There are always implied givens on the part of
> the sponsor, especially in existing organizations with formal leadership.
>
> When these are brought to the surface in planning, and communicated well,
> the invitation to the event can be clearer so that the invitees who consent
> to come can have a better chance for making informed consent...what the
> space is being opened for in their organization and what it is not being
> opened for. Of course, anything ends up open for discussion within the OST
> as the facilitator's role is non-interventionist. The givens are much more
> about what the space in the ongoing life of the organization is being
> opened for..
>
> I also agree that the elements that go into a plan after the OST can be
> seen in the reports without taking the extra steps of 'planning'. The
> design of the reports, what is captured, is important, and can be geared to
> 'what would be useful to go into a plan?'.
>
> The first time I witnessed planning after an OST was when I was working
> with Harrison, I think about 1995, for the first North American Breast
> Cancer Advocacy conference. It was a multi-day affair. On the last day,
> Harrison had set up flip charts all around the room with the different
> reports, organized a voting process to capture what the energy was really
> high about after all of the conversations, and developed further clarity
> for actions via small groups convened for the purpose. I remember being
> amazed and asking him 'why didn't we learn this in our OST training?'.
> These extra steps and then follow on facilitation that I had the privilege
> to do with the newly formed coalition had far reaching impact. I believe
> that what is now known as the pink ribbon campaign for breast cancer
> awareness began at that OST....although I am not sure how many of the
> participants or the companies or world involved would know that.
>
> After that I attempted to replicate what I had experienced as I thought it
> was brilliant. It assisted in shifting the divergent/convergent/emergent
> thinking into priorities and a greater likelihood of agreed upon action,
> still based on what people felt high energy for rather than the mental
> exercise of 'this seems like a good idea'. OST and its results are fueled
> by passion. It is one of the reasons that plans, once made, usually get
> implemented in record time.
>
> In my own experimenting, I came to realize that the planning portion
> ahead, and the planning portion after an OST event needed to be in a
> seamless container with the OST event, and with congruent values to the OST
> event. This led me to developing Whole Person Process Facilitation and
> eventually the Genuine Contact program.
>
> Warmly and with blessings,
> Birgitt
>
> On Sun, Feb 19, 2017 at 4:44 AM Michael M Pannwitz via OSList <
> oslist at lists.openspacetech.org> wrote:
>
>> 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
>> >
>> >
>> >
>> >
>> >
>> >
>> >
>> >
>> >
>> > Winter Address
>> >
>> > 7808 River Falls Dr.
>> >
>> > Potomac, MD 20854
>> >
>> > 301-365-2093 <(301)%20365-2093>
>> >
>> >
>> >
>> > Summer Address
>> >
>> > 189 Beaucauire Ave
>> >
>> > Camden, ME 04843
>> >
>> > 207 763-3261 <(207)%20763-3261>
>> >
>> >
>> >
>> > Websites
>> >
>> > www.openspaceworld.com
>> >
>> > www.ho-image.com
>> >
>> >
>> >
>> >
>> >
>> > _______________________________________________
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>> >
>>
>> --
>> Michael M Pannwitz
>> Draisweg 1, 12209 Berlin, Germany
>> ++49 - 30-772 8000 <+49%2030%207728000>
>>
>>
>>
>> Check out the Open Space World Map presently showing 436 resident Open
>> Space Workers in 68 countries working in a total of 144 countries
>> worldwide: www.openspaceworldmap.org
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>>
> --
>
>
>
>
>
>
>
> Birgitt Williams
>
>
>
> President & Senior Consultant of Dalar International Consultancy, Inc.
>
> http://www.dalarinternational.com
>
> Co-founder of the Extraordinary Leadership Network http://www.
> extraordinaryleadershipnetwork.com
>
> Co-founder of the Genuine Contact™program and author of The Genuine
> Contact Way: Nourishing a Culture of Leadership
> http://www.genuinecontactway.com
>
> Co-owner of the Genuine Contact Co-owners Group Ltd.
> http://www.genuinecontact.net
>
>
>
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