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<DIV>Yes. I see that. I understand that. This is what makes this particular
space valuable. Thank you so much.</DIV>
<DIV>Steve</DIV>
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style="PADDING-RIGHT: 0px; PADDING-LEFT: 5px; MARGIN-LEFT: 5px; BORDER-LEFT: #000000 2px solid; MARGIN-RIGHT: 0px">
<DIV style="FONT: 10pt arial">----- Original Message ----- </DIV>
<DIV
style="BACKGROUND: #e4e4e4; FONT: 10pt arial; font-color: black"><B>From:</B>
<A title=JLEShelton@aol.com href="mailto:JLEShelton@aol.com">Joelle Lyons
Everett</A> </DIV>
<DIV style="FONT: 10pt arial"><B>To:</B> <A
title=OSLIST@LISTSERV.BOISESTATE.EDU
href="mailto:OSLIST@LISTSERV.BOISESTATE.EDU">OSLIST@LISTSERV.BOISESTATE.EDU</A>
</DIV>
<DIV style="FONT: 10pt arial"><B>Sent:</B> Thursday, November 16, 2006 2:09
PM</DIV>
<DIV style="FONT: 10pt arial"><B>Subject:</B> Re: Proximity and Open Space
after presentations</DIV>
<DIV><BR></DIV><FONT face=arial,helvetica><FONT face=Geneva color=#000000
size=2 FAMILY="SANSSERIF">Steve--<BR><BR>I read Catherine's sentence
(</FONT><FONT face=Arial color=#000000 size=2 FAMILY="SANSSERIF">What would
the risks be if we opened space and it wasn’t certain to be safe?)
</FONT><FONT face=Geneva color=#000000 size=2 FAMILY="SANSSERIF">somewhat
differently than you did. I thought she was referring to a situation
where the supposedly Open Space did not feel safe for
participants.<BR><BR>This is why seasoned OS facilitators stress the
importance of prework with the organization, getting to know the organization
well enough to discover whether top managers are prepared to be surprised, or
whether they know in advance what outcomes they will accept.<BR><BR>It is
possible that opening space in an organization that is not really open to it
could damage my professional credibility and the reputation of Open Space as a
way of working. But my first concern is that participants who speak
their own truth in Open Space will not be punished in some way for that truth,
and that participants not be asked for ideas which management has no intention
of using.<BR><BR>I opened space with one organization which was facing major
restructuring, and most of the participants felt that the meeting was just
"for show," that the decisions had already been made (which was not true, but
I can see where that feeling came from). There were lots of
conversations the first day, but participants were very guarded, not much
creative work. At the beginning of the second day, one of the
participants addressed this issue directly, requesting that one of the
managers sit down with him and answer the questions that were hanging
unasked.<BR><BR>Most of the participants chose to be part of this
conversation. The convenor was straightforward with his questions, but
never attacking. The director, sitting on the floor in the circle,
answered every question honestly and without defensiveness. Someone got
a flipchart and made notes of <BR>"What we know about our situation." It
was a beautiful piece of work. I sat on the sidelines and held
space. My only intervention came the night before, when I refused the
director's request to design a different type of meeting for Day 2.
<BR><BR>The rest of the day, the emotional climate was entirely
different. Conversations were both lively and creative, and many
expressed gratitude in the closing circle for this opportunity.<BR><BR>In
answer to your last question, Steve, you should not be fearful. In fact,
courage is probably your most valuable contribution. But sometimes Open
Space is not appropriate for the situation. You will learn from
experience, so wade right in!<BR><BR>Joelle Everett<BR>Sound
Resources<BR>Shelton, Washington, USA </FONT><FONT face=Geneva
color=#000000 size=2 FAMILY="SANSSERIF"></FONT>* *
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