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At 12:35 AM 10/18/01 +0100, Artur wrote:<br>
<blockquote type=cite class=cite cite>4.2 the main point I think that
must be reviewed is the principle "whatever <br>
happens is the only thing that should". Applied generally it
includes <br>
one word that is self-contradictory. The word "should"
presupposes that <br>
a special order <b>should</b> occur on a chaos situation and that is
never true.<br>
A complex situation, an open system, can have many "strange
atractors" <br>
it is by chance that one is followed and not others.</blockquote><br>
Actually -- as Winston points out -- the word is <b>could</b> not
"Should." Rather different, I think. There is no value
judgement here -- just a simple recognition of what is.<br>
<br>
<blockquote type=cite class=cite cite>5.5. Hence, organizations and
countries live in constrained situations, and <br>
at the social level the self-organization of Open systems rarely apply,
because <br>
we face closed or constrained systems. <br>
<br>
6. So, for me, Open Space and/or OST happen only in situations where
<br>
those "normal" constraints are removed or circunvened - or
where constraints <br>
are accepted as constrains to deal with, and not as "givens" to
please the <br>
sponsors.</blockquote><br>
Constraints are definitely with us -- including the force of gravity, The
laws of thermodynamics, the speed of light -- none of which prevent the
process of self-organization, but rather set the context. In
organizations of all sorts (businesses, countries etc) there are also
constraints, but I suggest they do not stop (prevent) the process of
self-organization either -- merely set the context. So when the policies
of a business prevent the performance of a task, we create
"work-arounds." When you get a lot of "work arounds"
we used to talk about "the informal organization" -- which for
me is but a code name (alternative name) for the self-organization.
Interestingly enough it was (is?) the job of management to curtail the
informal organization. Fortunately, that never quite happens, and when it
does, the organization typically dies. When I look at an organization in
terms of how it <b>actually</b> does business, relative to how it says it
does business, I come to the interesting conclusion that <i>if we
actually did business the way we say we do business -- we would be out of
business.<br>
<br>
</i>Which brings me to the whole notion of a "closed
system." Such a system never existed. The notion was first
generated in a laboratory environment in an effort to control variables
in an experiment. But all good scientists knew this was an academic
fiction, useful in the moment, but never to be take too seriously.
Something always gets through. It is just hoped that whatever breaks
through will be so minimal as to fall below the level of noticeable
effect. In short it can be effectively ignored. And when you can't ignore
it -- you have to re-design the experiment. <br>
<br>
Back in the early part of the last century, with the rise of Scientific
Management, the notion of a "closed system" crossed over from
the laboratories and into the Board Rooms as well as Cabinet Rooms.
But the understanding that this was an academic fiction failed to come
along -- and folks took the notion seriously. They actually thought they
could close the system. Truthfully, you can sort of close the system, but
it takes a willing conspiracy of all participants to do so. Very much the
Emperor's Clothes Syndrome. Then some young kid comes along and says the
old dude is buck naked.<br>
<br>
The "young kid" in this case was all those wild folks who
developed Chaos Theory, complexity theory -- and related strange ideas.
Out of which has come our current understanding of the function of
self-organizing systems. Interesting.<br>
<br>
So when I hear George W. Bush proclaim loudly that he is in control --
presumably of this tightly closed system known as the United States -- I
do have to laugh a bit. The real sadness, however, (after the
humor) is that I rather thinks he believes it. Put rather bluntly, this
is simple delusion. And like all delusions -- it distorts or prevents a
clear perception of what is actually going on -- which from where I sit
is the on-going process of self-organization which has been operative
since the moment of the Big Bang, or so it seems. The smart money would
learn to maximize potential under the existing reality. I think bin
Laden and Company are doing just that, consciously or not. This whole
thing might actually be worth while if it enabled all of us to
experience a blinding flash of the obvious. We (that is all 6 billion of
us) are a living, open, self-organizing system. We are all in this
together, and nobody is in charge. And if any one body manages to close
the system down, we will all have bought the farm.<br>
<br>
As for Open Space... I persist in the mad notion that there is nothing
new and different. Nothing special -- just business are usual in the life
of any organism. This is why there is no training needed. We already
know. But there is an enormous opportunity for deep reflection and a good
deal of unlearning. And that, I think is the opportunity of the
moment.<br>
<br>
Harrison<br>
<br>
<blockquote type=cite class=cite cite>Harrison Owen</blockquote>
<x-sigsep><p></x-sigsep>
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Personal website <a href="http://www.mindspring.com/~owenhh" eudora="autourl">www.mindspring.com/~owenhh</a><br>
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