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<DIV>Dear Lisa and All,</DIV>
<DIV> </DIV>
<DIV>Happy Friday!</DIV>
<DIV> </DIV>
<DIV>Firstly thank you for the wealth of insights and ideas that have been prompted by my question. They have provided a rich source of ideas for me to reflect and draw upon moving forward.</DIV>
<DIV> </DIV>
<DIV>To answer my own question Lisa...</DIV>
<DIV> </DIV>
<DIV>I concur with your thoughts (as well as those from others) and really like the idea of the cards - I think this is very tangible and something I will try at this event.</DIV>
<DIV> </DIV>
<DIV>I do try and convey messages around empowering and engaging individuals, as well as trying new and innovative ways of doing things - engagement and innovation being buzz words in the organisation at the moment. </DIV>
<DIV> </DIV>
<DIV>There was some feedback around referencing others who have experienced a session, and this is something that is certainly happening - both through my prompts, but also through casual conversations - "I was talking to...and would like to hear more from you about OS". In fact this was the start of the conversation with my current sponsor. So slowly but surely....</DIV>
<DIV> </DIV>
<DIV>In this particular instance the scene is still set to run the meeting so I will certainly draw on the feedback as we continue our discussions. I think I will also ask reflective questions of the sponsors after the meeting and get them to answer there own question! In fact, the invitation is going to go out to a broader audience than this particular function in the organisation - so maybe they are starting to envision success before the event anyway - "if we involve other functions and get them involved in the discussions as well..."</DIV>
<DIV> </DIV>
<DIV>The story I always tell (and which I think I did post some time back) was of a meeting with some managers who at the end of the session, asked if they should have an action list. Leaving it up to them, they agreed the meeting wouldn't be complete without one! So one was duly created. When I closed the circle one person said "I really enjoyed the meeting, especially hearing the perspective of X. I need to go away and think about it some more"</DIV>
<DIV> </DIV>
<DIV>And as I always point out, that to me is the success of Open Space - not the (superficial) action list, but that individuals "heads" are in a different place after the meeting, which is the seed for from which lasting and beneficial change can happen.</DIV>
<DIV> </DIV>
<DIV>Thanks again for your thoughts.</DIV>
<DIV> </DIV>
<DIV>Have a great weekend,</DIV>
<DIV> </DIV>
<DIV>Keith.</DIV>
<DIV> </DIV>
<DIV> </DIV>
<DIV> </DIV>
<DIV> </DIV>
<DIV>------ Original Message ------</DIV>
<DIV>From: "Lisa Heft" <<A href="mailto:lisaheft@openingspace.net">lisaheft@openingspace.net</A>></DIV>
<DIV>To: "World wide Open Space Technology email list" <<A href="mailto:oslist@lists.openspacetech.org">oslist@lists.openspacetech.org</A>></DIV>
<DIV>Sent: 07/05/2013 21:49:21</DIV>
<DIV>Subject: Re: [OSList] How to assess the effectiveness of an OS Meeting.</DIV>
<BLOCKQUOTE class=cite cite=6B352F0C-D636-440F-85B3-3445B21697B8@openingspace.net type="cite">
<DIV style="WORD-WRAP: break-word; -webkit-nbsp-mode: space; -webkit-line-break: after-white-space" id=b5f569fe91754cf190be7302dfddd024>... and then I return to Keith's original framing of the question.
<DIV><BR></DIV>
<DIV>On the one hand we can talk about what we feel others should see and feel success. And what we know to be true about 'success' / productivity / relationships / seeds of action / impact / efficacy in this work we do. </DIV>
<DIV><BR></DIV>
<DIV>On the other hand we might also imagine how to work within an existing culture to name and show back to them things in ways that they - with their existing cultural filter - will get and understand.</DIV>
<DIV><BR></DIV>
<DIV>So: Another way I would answer this question Keith, is...</DIV>
<DIV><BR></DIV>
<DIV>- I completely agree with Suzanne your observation about how - not just for Open Space, but for any dialogue-based process - clients and conference organizers tend to expect a measurement, or an action, at the end - when they do not apply that same expectation to traditional meetings and conferences. So: sometimes when I say this to a client they get it. They go 'Oh - funny that's true.' And in our exploration of 'measurables' is rich nutrition for understanding together if what they really wanted was a sense of achievement, which can be shown in many ways (including a Book of Proceedings. How many meetings have the output of a full, participant-generated report of all the discussions and working groups that happened over the course of the meeting? How many processes offer such a rich amount of narrative data to pore through in many different ways, to integrate the learning, review for patterns, note who are the emergent leaders, see what the next meetings should be about, make resources or need for further resources or training visible, and so on?</DIV>
<DIV><BR></DIV>
<DIV>- Narrative data is incredibly useful. So one way of 'measuring' is to scribe - word-for-word - the Closing Circle comments and reflections. Some folks talk about what they've learned from one another or discovered with each other. Others talk about how the process has been helpful. These quotes are useful for showing current and future clients (including in-house clients) about efficacy, productivity, and more.</DIV>
<DIV><BR></DIV>
<DIV>- Human behavior is something that a human behavior scientist will tell you - it is incredibly difficult (sometimes impossible, always expensive) to measure - for example attributing human behavior to a particular meeting. There is so much in the constellation of things that affect and inform behavior that are not about the meeting, from nutrition to world news to home life to whether you have a good boss or a lousy one. So for example measuring what actions directly came from a conversation are not a realistic thing to ask to be measured. However, *intention* is something that could be measured, such as 'what is one thing I would like to do differently because of what I've explored here today'. Before going into Closing Circle everyone fills out a card to respond to this (in silence), puts their name under it, and leaves it under their chair. Then you go into Closing Circle. </DIV>
<DIV>You collect those, transcribe them (to show the client), then send them back to the individuals a week or a month after the event. So they speak in their own voices to themselves post-event. And so your client sees what folks are thinking of as a result of the meeting. Hard to ask for measurement at the end of an overstimulating day but if they want something within a 'now' timeframe.</DIV>
<DIV><BR></DIV>
<DIV>So above, ways to think about your documentation design, in your pre-work phase, before each event.</DIV>
<DIV>Based on how it might best be useful.</DIV>
<DIV><BR></DIV>
<DIV>- The best thing? Having the folks who've seen the impact - describe it to others who respect them.</DIV>
<DIV>So perhaps a bit of documentation about how your past and existing clients have described the productivity / impact / 'success'. </DIV>
<DIV>And keeping that documentation to forward to others when they have similar questions.</DIV>
<DIV><BR></DIV>
<DIV>Seems like assessment of effectiveness to me...</DIV>
<DIV><BR></DIV>
<DIV>And you know the best thing is not to 'sell' Open Space. Whenever they ask questions you simply keep focused on analyzing what are the meeting objectives, what are the desired outcomes, who are the participants and why, what happened before and what comes after the meeting, what will be done with the information / relationships / ideas generated at this event, and so on. </DIV>
<DIV><BR></DIV>
<DIV>Because people may not have a model of why Open Space works until they experience it. So they'll ask for guarantees and that shifts focus from what they wish to achieve and articulating even more what the meeting is about and what it is not about, what is realistically achievable during that amount of meeting time, and so on.</DIV>
<DIV><BR></DIV>
<DIV>Keith - I'm interested to hear how you would answer your own question....</DIV>
<DIV><BR></DIV>
<DIV>Lisa</DIV>
<DIV>
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<DIV>
<DIV>On Apr 18, 2013, at 3:17 AM, Blundell, Keith wrote:</DIV><BR class=Apple-interchange-newline>
<BLOCKQUOTE class=cite type="cite">
<DIV dir=ltr>Dear OS practitioners
<DIV><BR></DIV>
<DIV>As some of you already know I have been trying to pioneer the use of OS in our agenda driven, action outcome orientated organisation. I have had the opportunity to run several meetings, but they have been short sessions and restricted participants (in terms of organisational functional structure).</DIV>
<DIV><BR></DIV>
<DIV>This has created a bit of a buzz and I am delighted that I have been approached to run a meeting with a larger diverse group of participants (cross functional) for at least a whole day! Brilliant and I have no concerns that it wont be successful.</DIV>
<DIV><BR></DIV>
<DIV>But...unfortunately it is viewed as an "experiment" and so I am being pushed by the sponsors as how will we assess its success. I know that there will be some good discussions, that participants "heads" will be in a different place after the meeting, and it will be a great sharing and learning experience. I also know that any change and actions may come long after the discussions so that the link between the event and outcome will be more tenuous.</DIV>
<DIV><BR></DIV>
<DIV>Has anyone experience and ideas for explaining the effectiveness of OS within an organisation?</DIV>
<DIV><BR></DIV>
<DIV>I look forward to hearing from you.</DIV>
<DIV><BR></DIV>
<DIV>Best Wishes,</DIV>
<DIV><BR></DIV>
<DIV>Keith.<BR clear=all>
<DIV><BR></DIV></DIV></DIV></BLOCKQUOTE><BR></DIV><BR></DIV></DIV></BLOCKQUOTE></BODY></HTML>