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At 11:28 AM 11/25/99 -0800, you wrote:<br>
>We tend to lean on the more "structured" side of preparing
for an OS.<br>
****************************************<br>
When I first read this posting, I thought to myself -- Goodness -- that
seems like an awful lot of work. It is not that I am opposed to work, but
more often than not I have found that when I do a lot of things -- that
can have the adverse effect of doing things that the people should be
doing for themselves. I still think that is true, but there is also an
awful lot of wisdom in the approach described. And at this point, the
pragmatist in me comes out. If it works, don't argue -- just do it.<br>
<br>
But there are some lingering thoughts that may be usefully explored
relating to what might be called "core issues," central of
which is the matter of <i>EXPECTATIONS</i>. Expectations, in one form or
another, create the criteria of success, which in turn lead to a
judgement about success or failure. I have found that exploring
expectations with a client to be of equal importance as the definition of
the theme. <br>
<br>
It would not be fair to say that I have no expectations regarding
outcomes from Open Space, but they may be somewhat different that those
of the client, and this can lead to real trouble if this is not made
explicit from the start.<br>
<br>
I know that there are certain, concrete accomplishments that may be
expected: 1) Every issue of concern will be on the table to the extent
that anybody chooses to put it there. 2) That all issues on the table
(wall) will be discussed to the extent that anybody cares to do so. 3)
That all discussion will be recorded as long as somebody takes the time
and effort to do that. 4) That (in a 2 and 1/2 day OS)
"Hot" issues will be identified. 3) Related issues will be
converged. 4) Immediate Next Step actions will be identified and
responsibility assumed IF anybody cares to do that. All of the above can
be made as a promise to those involved. <br>
<br>
However, when it comes to other sorts of expectations --- My primary one
is that the people involved will have the opportunity to be fully and
honestly themselves and to follow their passion in a responsible way. I
do expect that, and commit myself to creating the conditions which will
enable the people to do just that. This means creating and holding space
of a nutrient and relatively safe sort. That I take to be my primary
"job."<br>
<br>
Noteworthy (to me) is what is not expected. I do not expect that
the organization will survive. I hope that it will, but feel no sense of
failure if it does not. That is not a judgement call that I can or should
make. The people must do this -- and my role is to create and hold the
space in which to do it. I have no expectation that the current CEO will
retain his or her job. And I certainly have no expectation that the place
will become more efficient, that a particular product will be created
etc. <br>
<br>
It could well turn out that the organization has had its day in the Sun,
that the CEO should exercise the law of two feet, that efficiency under
conditions of moral bankruptcy is a farce, and that the particular
product was a lousy idea. All of the above have happened, and in each
case, I felt no sense of failure. Open Space, as far as I was concerned,
worked perfectly, which is less a testimony to Open Space than to the
honesty and courage of the people involved. More to the point, each of
those situations ended on a very high note. There was a profound sense of
victory, achievement, to say nothing of release. In short, there was a
great deal of very positive Spirit in the air.<br>
<br>
And of course, I also know of situations where genuine "turn
around" was achieved, people (including the CEO) found new and
deeper meaning in their work, efficiency soared, and that new products
came out and beat the market. But I didn't "expect" any of it.
<br>
<br>
Truthfully, there have been many more occasions of the latter sort than
the former. But that has nothing to do with the power of Open Space. It
has everything to do with the power (passion, intention, vision,
responsibility) of the people. At the end of the day, Open Space is
pretty much like a Rorschach (spelling ?) test. There is no
content, no pre-determined outcome. What you see is what you get/got.
Open Space will never make a silk purse out of a sow's ear. Dead
organizations, as dead mooses, should be buried, incompetent or
disinterested folks should move down the road, and bad products should be
scratched before they consume needed rearouses. <br>
<br>
Dealing up front with Expectations can certainly be a difficult row to
hoe -- especially if you are trying to make a sale. It can be awfully
tempting to "candy coat" the pill when your pocket book is
involved. This is true whether the currency is $$$ for an external
consultant, or prestige, power and position for an internal. I guess that
is why I have never tried to sell Open Space. At least in the normal
sense of that word "sell." I do try to sell people on the
power of their own authenticity, and most important -- the possibility
that fully being what they really are is better than anything else. And
of course, I do believe (know) that authenticity, to say nothing of
Spirit usually (always?) shows up in Open Space.<br>
<br>
I have never been sorry.<br>
<br>
<br>
Harrison<br>
<br>
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