I have in the past done a useful convergence within the confines of an organization's strategic plan, and I think it was inspired by Michael Pannwitz.<br><br>Basically the client said that the 30 people in the room could host discussions on anything they wanted to, but if they wanted their proposals or ideas included in the strategic plan, they had to fit into one of five categories (in this case something like funding, policy, human resources, service delivery and government relations). In practice, this was very simple. As the results from each conversation were typed up, conveners placed them on the news wall under one of those five headings. There was only one conversation that fell outside of those five headings, and it was about some internal communication issue which was quickly resolved.<br>
<br>The next day, the room was divided into five zones and the people came back, choose the topics they wanted to work on and set to work making sense of all of the previous day's conversations within their topic area. The principles and the law remained in effect of course. They were given an assignment in each area to produce proposals with resource implications for inclusion in the plan, proposals which would have to be approved by the Board. At the end of the day we heard back on the proposals, and everyone basically agreed with what was going forward. I'm pretty sure the Board rubber stamped everything, the quality of the ideas were great and people had taken the time to think them through. Rather than keeping people away from the funds in the organization, the Board actually let people put their hands on the resources and use them to shape the plan. Of course the people were incredibly responsible with their own money and time, and we got a good plan out of the deal.<br>
<br>So it's possible to provide a channel into which ideas can be guided and still remain open. People in the organization were free to talk about anything they wanted to and the STILL chose to focus on the best interest of the organization. Not a surprise to me at all. Passion and responsibility do marvelous things. <br>
<br>Cheers,<br><br>Chris<br><br><div class="gmail_quote">On Tue, Mar 18, 2008 at 9:11 AM, Diane Gibeault <<a href="mailto:diane.gibeault@rogers.com">diane.gibeault@rogers.com</a>> wrote:<br><blockquote class="gmail_quote" style="border-left: 1px solid rgb(204, 204, 204); margin: 0pt 0pt 0pt 0.8ex; padding-left: 1ex;">
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<p><span style="font-size: 10pt; color: rgb(31, 73, 125);">Michael, </span></p>
<p><span style="font-size: 10pt; color: rgb(31, 73, 125);"> </span></p>
<p><span style="font-size: 10pt; color: rgb(31, 73, 125);">I agree with you that we rarely have surprises on priorities the
group proposes after its discussions but I have seen cases where there were. In
most case, the feedback from the leaders I was suggesting when the priorities
are announced, is more to create the safe space before we reopen space for
action….just like the host creates that safe space at the very beginning of
the OS by speaking to the goal, givens if any, leadership's commitment
and encouraging creative thinking. At convergence, this same message is focused
on confirming the safe space around the priorities, and encouraging
creative and open thinking again, this time for actions. </span></p>
<p><span style="font-size: 10pt; color: rgb(31, 73, 125);"> </span></p>
<p><span style="font-size: 10pt; color: rgb(31, 73, 125);">I think Harrison our approaches are not different but complementary.
I also have that very serious conversations with the sponsor before the OS is
even considered, ensuring there is openness to go beyond what exists and
keeping givens to a minimum. That's essential in setting the stage
for that safe space. </span></p>
<p><span style="font-size: 10pt; color: rgb(31, 73, 125);"> </span></p>
<p><span style="font-size: 10pt; color: rgb(31, 73, 125);">Making the safe space apparent again just before the rubber hits
the road – pardon the road metaphor - I think is helpful. For
participants to hear that the leadership is fully on board before they start concretely
committing their precious time and energy in real work on the proposed
priorities, is about creating a safe space. In many organizations,
the support of the leadership the day after the meeting is not a given. Even if
the leaders have committed to the facilitator, committing publicly to the
entire organization when the collective will has been expressed openly on
priorities, increases significantly that building of trust and the chances of that
support happening. </span></p>
<p><span style="font-size: 10pt; color: rgb(31, 73, 125);"> </span></p>
<p><span style="font-size: 10pt; color: rgb(31, 73, 125);">To sum it up, I feel the words safe, trust and commitment reflect
more the intent of this leadership statement at convergence than control. How
it is done matters a lot, that's for sure and that's where again
the facilitator can prepare leaders as to their message approach.</span></p>
<p><span style="font-size: 10pt; color: rgb(31, 73, 125);"> </span></p>
<p><span style="font-size: 10pt; color: rgb(31, 73, 125);">Diane </span></p>
<p><span style="font-size: 10pt; color: rgb(31, 73, 125);"> </span></p>
<p><span style="font-size: 11pt; color: rgb(31, 73, 125);"> </span></p>
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</blockquote></div><br><br clear="all"><br>-- <br>CHRIS CORRIGAN<br>Facilitation - Training - Process Design<br>Open Space Technology<br><br>Weblog: <a href="http://www.chriscorrigan.com/parkinglot">http://www.chriscorrigan.com/parkinglot</a><br>
Site: <a href="http://www.chriscorrigan.com">http://www.chriscorrigan.com</a><br><br>Principal, Harvest Moon Consultants, Ltd.<br><a href="http://www.harvestmoonconsultants.com">http://www.harvestmoonconsultants.com</a>
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