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<DIV><FONT face="Arial Cyr" size=2>Dear Harrison, Artur, Kerry, and everybody
else,</FONT></DIV>
<DIV><FONT size=2></FONT> </DIV>
<DIV><FONT size=2>Gosh, the more I do this work the more confounded I get!
</FONT></DIV>
<DIV><FONT size=2></FONT> </DIV>
<DIV><FONT size=2>Harrison, I wanted to get clear about the one example you gave
when you did not lead the group into action planning even though it was the
"time" to do it. When the so-called time came to do action planning, you write
that the energy "just sunk through the floor" and that you "had the sense to let
it happen": to let (admittedly this verb sounds presumptuous and invasive here)
people have an extended coffee break. Does that mean that in this/these
case/cases you didn't/don't facilitate any convergence? How do/did
people emerge from the extended coffee break and where did they go after it?
Into convergence?</FONT></DIV>
<DIV><FONT size=2></FONT> </DIV>
<DIV><FONT size=2>In the latest (1 1/2 day) OS I facilitated, at the end of the
first day it seemed that the group would get more out of staying in open space
and not move into "action planning" (into a time-space strictly set aside for
this). I didn't see anyone suggesting that they didn't want to do convergence,
so I figured it was best not to suggest it. What did happen when the official
time set aside for AP took place was that two key issues were identified and
were discussed in more detail (not action planning). Would you all have done
differently in this case?</FONT></DIV>
<DIV><FONT size=2></FONT> </DIV>
<DIV><FONT size=2>Thanks all!</FONT></DIV>
<DIV><FONT size=2>Raffi (Aftandelian)</FONT></DIV>
<DIV><FONT size=2></FONT> </DIV>
<DIV><FONT size=2>Harrison wrote:</FONT></DIV>
<DIV>>There are some practical implications to this. Mostly that is about
warning<BR>>clients that it is not unlikely that major changes/actions will
not only be<BR>planned but executed before the conlusion of the gathering.
Specifically, I<BR>have seen whole products designed with money alocated,
marketing planned,<BR>manufacturing facilities identified -- in the first 3
hours of an OS. I<BR>thought it was great, but the VP for Strategic Planning was
not of a similar<BR>mind. After all it was not "in the plan." Equally, I have
come to the end of<BR>an OS, all ready to do the convergance etc -- and found
the energy just sunk<BR>through the floor or more accurately -- mellowed out.
The folks were not<BR>tired, unhappy, or bored, it is just that they had already
done it all. And<BR>their pleasure was simply to sit with a good cup of coffee
and (now) good<BR>friends. Fortunately I had enough sense to let it happen
(extended coffee<BR>hour) since it was going to happen anyhow. I did, however,
have to spend<BR>some time with the client explaining why I wasn't following the
agenda --<BR>which clearly said "Convergence and Action Planning" on the morning
of the<BR>3rd day.<BR><BR></DIV></BODY></HTML>
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