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That sounds really effective, Michael. I wonder what kind of stories
new employees hear, when they get hired and the next OST event is
clearly on the calendar. In the Open Agile Adoption work I'm finding
that often the OST event becomes a kind of initiation for the new
employees. Welcoming employees tell stories about the OST event past
and the one coming up. <br>
<br>
As for the ideal world, and as for heroes- yes. Ideally leadership
& management are sourced in open space. And everyone is in.<br>
<br>
The reality however (in most orgs) is far from that. And of course
that means the normal epic hero story. And this is where Agile falls
upon it's face-- when the hero departs for one reason or another. <br>
<br>
I often wonder what the coaches were thinking when this happens,
because the proper function of the coach is to put the Agile
adoption directly into the hands of the people who do the work. And
hold the space for them to take it up. <br>
<br>
And since Agile adoptions are routinely coached, and since those
same adoptions can (and often DO) fall down when the champion/hero
leaves, I have to wonder what the org was actually buying when they
retained the coaches responsible for that situation.<br>
<br>
Dan<br>
<br>
<br>
<br>
<div class="moz-cite-prefix">On 2/3/14 6:42 PM, Michael M Pannwitz
wrote:<br>
</div>
<blockquote cite="mid:52F0296E.5070808@gmail.com" type="cite">Dear
Dan,
<br>
to your question:
<br>
the two "regular" three day OST events occur in the late
spring/early summer (usually May) and towards the end of the year
(usually in December).
<br>
For both, there is always a Planning Meeting which focuses on
<br>
--- what are our expectations for the day after the OST event
<br>
--- what is our title for the OST event
<br>
--- who all needs to be at the event so that our expectations
under the chosen title will manifest in Action Planning
<br>
<br>
In the Planning Meeting, organisational details such as producing
an invitation, finding a venue, getting a date, etc. are on the
agenda. Since venue and date need to be known long in advance,
they usually are fixed before the Planning Meeting which takes
place about two months before the events... if I remember
correctly, these aspects are settled at the end of the events for
the event in the following year...
<br>
<br>
In my "ideal" world there is no champion, everyone is a champion.
Or, as described in The Power of Spirit, page 106, this outfit has
been moving into the 4th level in its real world, the InterActive
Organisation, where the style is surfing, the hero (champion) is
everybodey and on the individual level its soul.
<br>
<br>
Take care
<br>
mmp
<br>
<br>
On 04.02.2014 00:01, Daniel Mezick wrote:
<br>
<blockquote type="cite">This is awesome! I have questions:
<br>
<br>
0/ I looked on AMAZON for the English version. Did not find it.
Do you
<br>
have guidance on how to buy a copy on AMAZON en anglais? I want
to buy
<br>
the English version on AMAZON or get an English PDF download.
<br>
<br>
1/ Did the OST events held periodically occur on regular
scheduled
<br>
intervals, or were they ad-hoc as needed, or some combination of
these
<br>
approaches?
<br>
<br>
I'm a fan of a regular recurring OST event as a predictable,
reliable,
<br>
trust-building, recurring holiday on the cultural calendar of
the tribe.
<br>
This is how Open Agile Adoption (<a class="moz-txt-link-abbreviated" href="http://www.OpenAgileAdoption.com">www.OpenAgileAdoption.com</a>)
sidesteps
<br>
the problem of the champion leaving the company. Often in Agile
<br>
adoptions, this vacating by the champion is a recipe for
failure. They
<br>
exit, poof! it's over.
<br>
<br>
The cultural holiday on the calendar decouples the open
culture/OST from
<br>
an one leader and makes it part of the culture instead of part
of any 1
<br>
person's visions and plans.
<br>
<br>
<br>
On 2/3/14 5:51 PM, Michael M Pannwitz wrote:
<br>
<blockquote type="cite">Dear Dan,
<br>
in my "real" world there is at least one documented example
thats been
<br>
going on for 13 years now that appears to be pretty much what
you see
<br>
in an "ideal" world.
<br>
Its been written up in German and brought into english,
polish,
<br>
french, spanish and chinese versions, all six versions in one
ebook.
<br>
Look here
<br>
Practicing Open Space - E-book
<br>
Our first ten years
<br>
<blockquote type="cite"><a class="moz-txt-link-freetext" href="http://www.westkreuz-verlag.de/de/Kommunikation">http://www.westkreuz-verlag.de/de/Kommunikation</a>
<br>
</blockquote>
also available via amazon
<br>
<br>
Here is how it is announced in the online shop of the
publisher
<br>
<br>
It is no longer a secret that Open Space events are pure joy.
<br>
Set up in a jiffy, these events turn the traditional way of
working
<br>
and leading upside down. And in regard to productivity and
action
<br>
orientation there is nothing better under the sun. How do we
know?
<br>
Well, we have worked with Open Space Technology for decades
now and
<br>
seen the effects.
<br>
Thanks to Hans-Georg Wicke and the National Agency Youth in
Germany,
<br>
we now have a detailed report on what happens if you go beyond
one
<br>
solitary, stand-alone Open Space event. He describes the
sustained
<br>
transformation of working and living in the organization as
Open Space
<br>
Technology is used over a decade, several times a year,
invading every
<br>
nook and cranny of the Agency.
<br>
As dictated structure, external control and traditional
leading are
<br>
reduced, selforganisation can more freely unfold, bringing
into play
<br>
the vast resources of everyone involved in the Agency. Without
<br>
consulting firms that cost a lot of money and have no lasting
effect,
<br>
organizations evolve resilient structures and processes that
equip
<br>
them to navigate in a sea of constant change. And they do this
on
<br>
their own.
<br>
<br>
We invite you to read this slim report if you are searching
for a
<br>
truly productive workplace in which everyone happily invests
in
<br>
cooperation and joint leadership… in hospitals, IT-businesses,
<br>
foundations, unions, industrial production plants, NGOs… in
any
<br>
business and organization.
<br>
And: Be Prepared to be Surprised.
<br>
<br>
Greetings from Berlin
<br>
mmp
<br>
<br>
On 03.02.2014 18:48, Daniel Mezick wrote:
<br>
<blockquote type="cite">"Leadership" identifies and clarifies
the direction to move in.
<br>
<br>
"Management" makes a plan to get movement & momentum in
that direction.
<br>
<br>
In an ideal world, the open space provides all the
Leadership (self
<br>
organized) and all the Management (self organized) that is
needed.
<br>
<br>
In the real world, the open space is seldom allowed to
provide either.
<br>
<br>
Well, OK then: Let's just give it a little time...the pace
of change is
<br>
unrelenting.
<br>
<br>
There is a trend, there is a wave...we are on it.
<br>
<br>
There is nothing for us to do.
<br>
<br>
--
<br>
<br>
Daniel Mezick, President
<br>
<br>
New Technology Solutions Inc.
<br>
<br>
(203) 915 7248 (cell)
<br>
<br>
Bio <a class="moz-txt-link-rfc2396E" href="http://newtechusa.net/dan-mezick/"><http://newtechusa.net/dan-mezick/></a>. Blog
<br>
<a class="moz-txt-link-rfc2396E" href="http://newtechusa.net/blog/"><http://newtechusa.net/blog/></a>. Twitter
<br>
<a class="moz-txt-link-rfc2396E" href="http://twitter.com/#%21/danmezick/"><http://twitter.com/#%21/danmezick/></a>.
<br>
<br>
Examine my new book:The Culture Game
<br>
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</blockquote>
<br>
</blockquote>
<br>
--
<br>
<br>
Daniel Mezick, President
<br>
<br>
New Technology Solutions Inc.
<br>
<br>
(203) 915 7248 (cell)
<br>
<br>
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<br>
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<br>
Examine my new book:The Culture Game
<br>
<a class="moz-txt-link-rfc2396E" href="http://newtechusa.net/about/the-culture-game-book/"><http://newtechusa.net/about/the-culture-game-book/></a>:
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<p class="p1">Daniel Mezick, President</p>
<p class="p1">New Technology Solutions Inc.</p>
<p class="p1">(203) 915 7248 (cell)</p>
<p class="p2"><span class="s1"><a
href="http://newtechusa.net/dan-mezick/">Bio</a></span><span
class="s2">. <a href="http://newtechusa.net/blog/"><span
class="s1">Blog</span></a>. <a
href="http://twitter.com/#%21/danmezick/"><span class="s1">Twitter</span></a>.<span
class="Apple-converted-space"> </span></span></p>
<p class="p3"><span class="s2">Examine my new book:<span
class="Apple-converted-space"> </span><a
href="http://newtechusa.net/about/the-culture-game-book/"><span
class="s1">The Culture Game </span></a></span><span
class="s1">: Tools for the Agile Manager</span><span
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