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<p class=MsoNormal><span style='font-size:11.0pt;font-family:"Calibri","sans-serif";
color:#1F497D'>Hi Chris,<o:p></o:p></span></p>
<p class=MsoNormal><span style='font-size:11.0pt;font-family:"Calibri","sans-serif";
color:#1F497D'><o:p> </o:p></span></p>
<p class=MsoNormal><span style='font-size:11.0pt;font-family:"Calibri","sans-serif";
color:#1F497D'>I like the fact that you create the five headings only for the posting
of reports and not for the posting of topics on the Market place. This way, you
allow that divergence, exploration, innovation to take place and respect the liberty
and responsibility given by the OS principles. <o:p></o:p></span></p>
<p class=MsoNormal><span style='font-size:11.0pt;font-family:"Calibri","sans-serif";
color:#1F497D'><o:p> </o:p></span></p>
<p class=MsoNormal><span style='font-size:11.0pt;font-family:"Calibri","sans-serif";
color:#1F497D'>This is a nice model when we face situations where the
leadership does want the mapping out right away on site of the connections with
each existing strategic orientations. I’ll keep your story close by for those
situations.<o:p></o:p></span></p>
<p class=MsoNormal><span style='font-size:11.0pt;font-family:"Calibri","sans-serif";
color:#1F497D'><o:p> </o:p></span></p>
<p class=MsoNormal><span style='font-size:11.0pt;font-family:"Calibri","sans-serif";
color:#1F497D'>Thank you for sharing that.<o:p></o:p></span></p>
<p class=MsoNormal><span style='font-size:11.0pt;font-family:"Calibri","sans-serif";
color:#1F497D'><o:p> </o:p></span></p>
<p class=MsoNormal><span style='font-size:11.0pt;font-family:"Calibri","sans-serif";
color:#1F497D'>Diane<o:p></o:p></span></p>
<p class=MsoNormal><span style='font-size:11.0pt;font-family:"Calibri","sans-serif";
color:#1F497D'><o:p> </o:p></span></p>
<div style='border:none;border-top:solid #B5C4DF 1.0pt;padding:3.0pt 0cm 0cm 0cm'>
<p class=MsoNormal><b><span style='font-size:10.0pt;font-family:"Tahoma","sans-serif"'>From:</span></b><span
style='font-size:10.0pt;font-family:"Tahoma","sans-serif"'> OSLIST
[mailto:OSLIST@LISTSERV.BOISESTATE.EDU] <b>On Behalf Of </b>Chris Corrigan<br>
<b>Sent:</b> 18 mars 2008 12:51<br>
<b>To:</b> OSLIST@LISTSERV.BOISESTATE.EDU<br>
<b>Subject:</b> Re: Convergence or Group Consensus<o:p></o:p></span></p>
</div>
<p class=MsoNormal><o:p> </o:p></p>
<p class=MsoNormal style='margin-bottom:12.0pt'>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<o:p></o:p></p>
<div>
<p class=MsoNormal>On Tue, Mar 18, 2008 at 9:11 AM, Diane Gibeault <<a
href="mailto:diane.gibeault@rogers.com">diane.gibeault@rogers.com</a>>
wrote:<o:p></o:p></p>
<div>
<div>
<p><span style='font-size:10.0pt;color:#1F497D'>Michael, </span><o:p></o:p></p>
<p><span style='font-size:10.0pt;color:#1F497D'> </span><o:p></o:p></p>
<p><span style='font-size:10.0pt;color:#1F497D'>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><o:p></o:p></p>
<p><span style='font-size:10.0pt;color:#1F497D'> </span><o:p></o:p></p>
<p><span style='font-size:10.0pt;color:#1F497D'>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><o:p></o:p></p>
<p><span style='font-size:10.0pt;color:#1F497D'> </span><o:p></o:p></p>
<p><span style='font-size:10.0pt;color:#1F497D'>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><o:p></o:p></p>
<p><span style='font-size:10.0pt;color:#1F497D'> </span><o:p></o:p></p>
<p><span style='font-size:10.0pt;color:#1F497D'>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><o:p></o:p></p>
<p><span style='font-size:10.0pt;color:#1F497D'> </span><o:p></o:p></p>
<p><span style='font-size:10.0pt;color:#1F497D'>Diane </span><o:p></o:p></p>
<p><span style='font-size:10.0pt;color:#1F497D'> </span><o:p></o:p></p>
<p><span style='font-size:11.0pt;color:#1F497D'> </span><o:p></o:p></p>
</div>
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<p class=MsoNormal><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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