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I really appreciate this suggestion Rob. It's given me something to think about !!!!
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David
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On Wed, Feb 5, 2014 at 3:36 AM, Rob van der Eyden
<span dir="ltr"><<a href="mailto:robvandereyden@veranderarchitect.nl" target="_blank">robvandereyden@veranderarchitect.nl</a>></span> wrote:
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<p class="MsoNormal"><span style="font-size:11.0pt;font-family:"Calibri","sans-serif";color:#1f497d">Dear all,<u></u><u></u></span></p>
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<p class="MsoNormal"><span lang="EN-GB" style="font-size:11.0pt;font-family:"Calibri","sans-serif";color:#1f497d">In response to David’s question below (how can we have some structure and boundaries and yet provide space for self-organization?), I think there is such a model out there.<u></u><u></u></span></p>
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<p class="MsoNormal"><span lang="EN-GB" style="font-size:11.0pt;font-family:"Calibri","sans-serif";color:#1f497d">It is called sociocracy and was developed in the Netherlands by Gerard Endenburg. It is also out there in the US via John Buck and Sharon Villines. Below an attempt to summarise in short what the idea of sociocracy is. And then I am very much interested in your reactions, as I highly appreciate both open space and sociocracy...<u></u><u></u></span></p>
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<p class="MsoNormal"><span lang="EN-GB">1. Sociocracy is a form of governance based on self-organization and inclusive, collaborative decision-making. It nurtures creativity and encourages leadership.<u></u><u></u></span></p>
<p class="MsoNormal"><span lang="EN-GB"> <u></u><u></u></span></p>
<p class="MsoNormal"><span lang="EN-GB">2. It produces highly effective, harmonious organizations that are exceptionally productive because they engage the energy, knowledge, and commitment of all their members.<u></u><u></u></span></p>
<p class="MsoNormal"><span lang="EN-GB"> <u></u><u></u></span></p>
<p class="MsoNormal"><span lang="EN-GB">3. Its principles and methods can be used to structure and manage any form of organization — associations, businesses, communities, schools, social groups, etc.<u></u><u></u></span></p>
<p class="MsoNormal"><span lang="EN-GB"> <u></u><u></u></span></p>
<p class="MsoNormal"><span lang="EN-GB">4. Members determine the policies that govern the day-to-day functioning of their domain. A domain, called a circle, is any unit that to which the organization has assigned a unique aim: sales department, janitorial staff, loading dock, neighbourhood, school, social programming committee, etc. Each circle is semi-autonomous, self-organizing, and sets its own policies.<u></u><u></u></span></p>
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<p class="MsoNormal"><span lang="EN-GB">5. To make policy decisions, all circle members, including the operational leader, meet as equals. In order to ensure that members function as equals and that all policies support each member’s ability to perform their responsibilities, policy decisions require the consent of each circle member.<u></u><u></u></span></p>
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<p class="MsoNormal"><span lang="EN-GB">6. The execution of policies defined is delegated to one or more circle-members, with the mandate to make autonomous decisions within the policy defined. <u></u><u></u></span></p>
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<p class="MsoNormal"><span lang="EN-GB">7. The cohesion between (policies defined in) different parts/circles in the organisation is assured via a hierarchical link between the circles. From each circle the assigned leader and an elected delegate participate in the next higher circle (as equal members). <u></u><u></u></span></p>
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<p class="MsoNormal"><span lang="EN-GB">8. A general management group, composed of the leader of the organisation and the assigned leader and elected representative from each domain, conducts long-range planning and makes policy decisions that affect more than one domain.<u></u><u></u></span></p>
<p class="MsoNormal"><i><span lang="EN-GB">Re-used (with some adaptions) from Sharon Villines. <em>Sharon Villines is the owner of Sociocracy.info and co-author with John Buck of ‘</em><strong><span style="font-weight:normal">We the People: Consenting to a Deeper Democracy, a Guide to Sociocratic Principles and Methods’</span></strong><em> (Washington, DC: Sociocracy.info Press, 2007).</em></span></i><span lang="EN-GB"><u></u><u></u></span></p>
<p class="MsoNormal"><span lang="EN-GB" style="font-size:11.0pt;font-family:"Calibri","sans-serif";color:#1f497d">It is my believe that this sociocratic structure can indeed offer the balance between some hierarchy/structure/boundaries (eg via policies defined in ‘higher’circles) and provide space for self-organisation in all parts of the organisation. And in addition it helps in “ensuring the free flow of accurate information” as described in Waverider as “the single most important concern under the heading of formilizing the system”. <u></u><u></u></span></p>
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<p class="MsoNormal"><span lang="EN-GB" style="font-size:11.0pt;font-family:"Calibri","sans-serif";color:#1f497d">Would this help/work? Looking forward to your reactions.<u></u><u></u></span></p>
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<p class="MsoNormal"><span style="font-size:11.0pt;font-family:"Calibri","sans-serif";color:#1f497d">Best regards, Rob van der Eyden<u></u><u></u></span></p>
<p class="MsoNormal"><span style="font-size:11.0pt;font-family:"Calibri","sans-serif";color:#1f497d"><a href="http://www.veranderarchitect.nl" target="_blank">www.veranderarchitect.nl</a> <u></u><u></u></span></p>
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<p class="MsoNormal"><b><span style="font-size:10.0pt;font-family:"Tahoma","sans-serif"">Van:</span></b><span style="font-size:10.0pt;font-family:"Tahoma","sans-serif""> <a href="mailto:oslist-bounces@lists.openspacetech.org" target="_blank">oslist-bounces@lists.openspacetech.org</a> [mailto:<a href="mailto:oslist-bounces@lists.openspacetech.org" target="_blank">oslist-bounces@lists.openspacetech.org</a>] <b>Namens </b>David Osborne<br /> <b>Verzonden:</b> woensdag 5 februari 2014 0:57<br /><b>Aan:</b> World wide Open Space Technology email list<br /><b>Onderwerp:</b> Re: [OSList] Management and Organization<u></u><u></u></span></p>
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<p class="MsoNormal">Harrison, <u></u><u></u></p>
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<p class="MsoNormal">I had to laugh at my own words as I re-read them.. <i>."support leaders in adopting approaches that move toward greater and greater levels of self-organization." </i>The system of course is self-organizing all the time !!! <u></u><u></u></p>
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<p class="MsoNormal">Opening space enables the system it to move closer and closer to high performance versus stuckness, stagnation, decline and death. If I restate what I was trying to express, I think we can Open Space in big ways as an OS does and/or in small ways through the openness in leadership approaches that provide more space for passion, creativity, personal responsibility etc. This is working at the micro-level though versus the full paradigm shift you describe. I agree with your description whole-heartedly. <u></u><u></u></p>
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<p class="MsoNormal">You raise for me very pragmatic questions. Both in our small company, ChangeFusion, and in a global membership organization I'm involved in we're exploring the question of how can we have some structure and boundaries and yet provide space for self-organization. it's hard to find models that enable both. <u></u><u></u></p>
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<p class="MsoNormal">I'd love to hear if others have suggestions of examples. <u></u><u></u></p>
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<p class="MsoNormal">David <u></u><u></u></p>
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<p class="MsoNormal">On Tue, Feb 4, 2014 at 2:54 PM, Harrison Owen <<a href="mailto:hhowen@verizon.net" target="_blank">hhowen@verizon.net</a>> wrote: <u></u><u></u></p>
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<p class="MsoNormal"><span lang="EN-US" style="font-size:11.0pt;font-family:"Calibri","sans-serif";color:#1f497d">Hello David O. and David S. I’ve re-titled to give the thread a new name if only because I think it is headed in some new directions with hopefully a long and useful discussion in prospect. </span><span lang="EN-US" style="font-size:11.0pt;font-family:"Calibri","sans-serif";color:#1f497d"><u></u><u></u></span></p>
<p class="MsoNormal"><span lang="EN-US" style="font-size:11.0pt;font-family:"Calibri","sans-serif";color:#1f497d">This discussion may get a little difficult as we attempt to define and understand the words we are using, “Management,” for example. I had in mind the more common garden variety of Management’s role in organizations. As Wikipedia (that source of all useful information) notes, “Despite the move toward workplace democracy, command-and-control organization structures remain commonplace as <i>de facto</i> organization structure.” (Wikipedia). Back in the old days a common definition of a good manager was one who, “Makes the plan, manages to the plan, and meets the plan.” And we all know how that was supposed to be done. Single word: Control. Lots of Command and Control.</span><span lang="EN-US"><u></u><u></u></span></p>
<p class="MsoNormal"><span lang="EN-US" style="font-size:11.0pt;font-family:"Calibri","sans-serif";color:#1f497d">David has moved in new, interesting and effective directions saying, “What I have found is that as I'm able to share the conditions that support self-organization and how they can be integrated into individuals leadership approach that the leaders move toward approaches that support greater and greater self-organization.”</span><span lang="EN-US"><u></u><u></u></span></p>
<p class="MsoNormal"><span lang="EN-US" style="font-size:11.0pt;font-family:"Calibri","sans-serif";color:#1f497d">I applaud the effort, but it seems to me it may be rather a half step. If I hear David’s words correctly, the fundamental understanding of “organization” remains unchanged (predesigned structure and controls with Leaders/Managers in charge) and the new effort is to enable “leaders (to) move toward approaches that support greater and greater self-organization.” Tactically I can certainly understand the approach, but what if organization is fundamentally, essentially, in totality – Self Organizing? If that is the situation, “greater and greater self organization” makes little sense for a very simple reason. It is all self organizing to begin with! But I guess that is just splitting hairs, and for sure the heart is moving in the right direction.</span><span lang="EN-US"><u></u><u></u></span></p>
<p class="MsoNormal"><span lang="EN-US" style="font-size:11.0pt;font-family:"Calibri","sans-serif";color:#1f497d">The revolutionary in me (and yes there is some of that </span><span lang="EN-US" style="font-size:11.0pt;font-family:Wingdings;color:#1f497d">J</span><span lang="EN-US" style="font-size:11.0pt;font-family:"Calibri","sans-serif";color:#1f497d">) would dearly love to shake the organizational world by the scruff of the neck saying something like, Move on, Wake up! You just can’t get there from here. And for a certainty, such an approach would have no chance of success. There needs to be a change in view, I am sure -- but forced change, were it even possible, falls back on the old way which wasn’t effective then and won’t work now. And there is another way which unfortunately requires some patient waiting. But we may not have to wait that long.</span><span lang="EN-US"><u></u><u></u></span></p>
<p class="MsoNormal"><span lang="EN-US" style="font-size:11.0pt;font-family:"Calibri","sans-serif";color:#1f497d">It is a very common lament -- that, “things just aren’t working.” What “things” and the nature of their dysfunction are often left unsaid, but the universal uneasiness is pretty clear. To date, the usual response has been to do more and more of what we’ve always done, but maybe with a different name (Quality Circles, Process Re-Engineering, Dialogue, maybe even AGILE when mandated etc.). The results have not been inspiring. Some would even include Open Space Technology as a new tool. But I don’t think that works either if the intent is to fix the old system.</span><span lang="EN-US"><u></u><u></u></span></p>
<p class="MsoNormal"><span lang="EN-US" style="font-size:11.0pt;font-family:"Calibri","sans-serif";color:#1f497d">As the lament continues, some strange things are happening. Every now and again something actually WORKS! And it works even when the plans are busted, the leadership is incompetent, the environment sour and threatening. Who knows how or why – but it worked. The Brits usually call this Muddling Through, which is what happens when everything goes a different way than it was supposed to – but it all turns out fine. Phew!</span><span lang="EN-US"><u></u><u></u></span></p>
<p class="MsoNormal"><span lang="EN-US" style="font-size:11.0pt;font-family:"Calibri","sans-serif";color:#1f497d">There is another name for this strange phenomenon. Anomaly. Anomaly literally means being outside the law (lawless) from the Greek <i>a</i> (without) <i>nomos</i> (law). Anomalies cause one to scratch the head in wonder...How on earth could THAT happen? Most often, we just pass them by with a dismissive, “weird!” I think that is a mistake.</span><span lang="EN-US"><u></u><u></u></span></p>
<p class="MsoNormal"><span lang="EN-US" style="font-size:11.0pt;font-family:"Calibri","sans-serif";color:#1f497d">Peter Vaill, an old friend and colleague, had a knack for seriously noticing anomalies. He observed that some organizations performed at levels of excellence that definitely blew away the competition. He called them High Performing Systems. The problem was, these systems broke all the rules of how organizations were supposed to work. As a Professor of Management, Peter could be accused of a flawed effort because instead of attempting to analyze how they worked, Peter contented himself with a delightful description of what they did, which he captured in a short paper (1977<i>), The Behavioral Characteristics of High Performing Systems</i>. I say delightful because he wrote in a totally colloquial fashion, and definitely not in the style of Academe, even though he was the (then) Dean of the Business School at George Washington University.</span><span lang="EN-US"><u></u><u></u></span></p>
<p class="MsoNormal"><span lang="EN-US" style="font-size:11.0pt;font-family:"Calibri","sans-serif";color:#1f497d">Writing almost 10 years before Open Space Technology, Peter seems prescient, for his “Behavioral Characteristics” are a perfect description of the common behavior at every Open Space I have ever seen. Taking a tall leap in logic, I have argued (Wave Rider) that the link between Peter’s High Performing Systems, and what we have experienced in Open Space is the phenomenon of self organization. Or put somewhat differently, High Performing Systems are well functioning self organizing systems. And in function and effect they are definitely anomalous for according to the accepted wisdom, they simply could not happen or do what they do! </span><span lang="EN-US"><u></u><u></u></span></p>
<p class="MsoNormal"><span lang="EN-US" style="font-size:11.0pt;font-family:"Calibri","sans-serif";color:#1f497d">On the subject of Anomaly and the importance of same, the work of Thomas Kuhn comes to mind. Author of, “The Structures of Scientific Revolutions,” Kuhn gave us that wonderful concept, “paradigm,” as in Paradigm Shift. As an historian of Science, Kuhn describes how the scientific world grew in wisdom and stature, passing through several understandings of the nature of things, on the way to new (and presumably better) ones. That passage he called, Paradigm Shifts. According to his story, the scientific or learned community held a certain view of reality for a period of time, which worked very well, and seemed to explain most, if not all, of the phenomenon of their experience. This view (paradigm) was taken as The Truth, and defended with ferocity. For example, everybody “knew” at one time that the Earth was the center of everything and those who disagreed were considered heretics, and often dispatched. Galileo, for instance. Then funny little anomalies began to show up as people observed the heavens. If the anomalies were not an illusion then Earth centeredness was false – which everybody knew must be wrong, insanity, or worse. But the anomalies refused to go away, which made people more and more uncomfortable, to say nothing of angry. Then one shinning day the view shifted. Same old heavens as before but seen with totally new eyes. Paradigm shift. Very powerful and never comfortable. </span><span lang="EN-US"><u></u><u></u></span></p>
<p class="MsoNormal"><span lang="EN-US" style="font-size:11.0pt;font-family:"Calibri","sans-serif";color:#1f497d">This brief sojourn into the History of Science can be helpful to our present concerns, I think, for we are facing a very similar situation in our understanding of organizations, as well as management. The traditional understanding of organization, and therefore management, has been around for a long time. As with all paradigms, it is taken to be The Truth, and those who challenge will inevitably be subject to dismissal at the beginning, changing to discomfort, and perhaps ending with anger. The reason is very simple. The investments in this particular paradigm are enormous, and include ways of life, ways of making a living, and for some, life itself. Messing with all of that cannot be done lightly.</span><span lang="EN-US"><u></u><u></u></span></p>
<p class="MsoNormal"><span lang="EN-US" style="font-size:11.0pt;font-family:"Calibri","sans-serif";color:#1f497d">And yet the anomalies persist. Some are quite subtle and are perceived only as a growing sense that “things are not working as we expected.” However, when the system/organization seems broken, it is clear that we must fix it and we think we know how. If the organizational process is screwy, then obviously we need Process Re-Engineering. But it didn’t work. We try harder and harder, doing variants of what we’ve always done, and (surprisingly) we get what we’ve always got. But hope springs eternal, and someday we will find The Fix. Or so it says in all the books. Maybe.</span><span lang="EN-US"><u></u><u></u></span></p>
<p class="MsoNormal"><span lang="EN-US" style="font-size:11.0pt;font-family:"Calibri","sans-serif";color:#1f497d">Other anomalies are not so subtle. Open Space Technology is such an anomaly. I believe it to be true that Open Space violates virtually all principles and practices of traditional organizational theory and management practice. To the extent that it (OS) works as we have experienced it working – much if not all of current practice is called into question. My view is doubtless biased, but some 20 years ago, a senior official from the American Society for Training and Development (pardon the repeat) seemingly had the same impression when he told me, after hearing what happened in Open Space, “Harrison, if what you say is true, then 99% of what we are currently do does not need to be done.” I would have been greatly relieved had I been able to argue with him. But I couldn’t. I can’t.</span><span lang="EN-US"><u></u><u></u></span></p>
<p class="MsoNormal"><span lang="EN-US" style="font-size:11.0pt;font-family:"Calibri","sans-serif";color:#1f497d">So David(s) – where does that leave us? Discretion might dictate picking up our toys and going home. Others might suggest heading for the barricades. Personally I don’t think either possibility is very useful. I simply cannot deny what I have experienced in Open Space, nor can I resist the compulsion to share the experience in whatever way with whomsoever might show up. I think the bottom line may come down to: Move slowly with empathy, and be prepared to wait.</span><span lang="EN-US"><u></u><u></u></span></p>
<p class="MsoNormal"><span lang="EN-US" style="font-size:11.0pt;font-family:"Calibri","sans-serif";color:#1f497d">And what would that mean for us and what we do...? At a practical level, it could mean something like this. Let’s suppose that the Management of a very traditional Organization shows up on our doorstep. They are concerned that organizational function is dismal, the people seem to dislike each other and what they are doing, and profits have disappeared. The request is simple: Help! Somewhere they heard about Open Space and believe (hope) it could fix their system, or at least make a start.</span><span lang="EN-US"><u></u><u></u></span></p>
<p class="MsoNormal"><span lang="EN-US" style="font-size:11.0pt;font-family:"Calibri","sans-serif";color:#1f497d">It sounds like a marvelous opportunity, and a natural response would be, YES! At least that would be my response. All the essential preconditions for OS seem to be in place (real issue, complexity, etc) – BUT ... There are some issues to consider. First, if by “fixing their system” the client means that the “traditional Organization” is going to be put back together as it once was, that is a real problem, I think. The reason is simple – the root of their problems is precisely the system (understanding of organization) they were working under. Make it even stronger. Were I to design a system that would maximize separation and alienation, minimize creativity and collaboration – I don’t think I could do any better than the system they were operating under. Fixing, or restoring that system would only compound their misery. Secondly, Doing an Open Space in that organization is quite likely to increase the general dissatisfaction with how things are done. As one senior executive from a very traditional organization said to me following an Open Space we did, “You have ruined me for work in this place. I am not sure whether to thank you or hate you.” Talk about being caught on the horns of a dilemma! If fully successful with my task (opening space), I will have failed the clients’ primary expectations (fixing the system) and simultaneously raised the level employee dissatisfaction. </span><span lang="EN-US"><u></u><u></u></span></p>
<p class="MsoNormal"><span lang="EN-US" style="font-size:11.0pt;font-family:"Calibri","sans-serif";color:#1f497d">All true, I think. And I would still do the Open Space, but my reasons could cause some problems unless very carefully explained, and that explanation itself is problematical. At one level I will do the Open Space because I know that it will enable people to be more comfortable, powerful, sure of themselves. That’s the easy part. But at another level I will do the Open Space in order to introduce anomaly... one more nudge towards Paradigm Shift.</span><span lang="EN-US"><u></u><u></u></span></p>
<p class="MsoNormal"><span lang="EN-US" style="font-size:11.0pt;font-family:"Calibri","sans-serif";color:#1f497d">I know full well that I can’t shift paradigms for people. The same is true of Transformation, which has a lot to do with paradigm shift. Both will happen all by themselves...or not. But I can and will nudge when given the opportunity. After that it is all about waiting...</span><span lang="EN-US"><u></u><u></u></span></p>
<p class="MsoNormal"><span lang="EN-US" style="font-size:11.0pt;font-family:"Calibri","sans-serif";color:#1f497d">So what do you think about all that?</span><span lang="EN-US"><u></u><u></u></span></p>
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<p class="MsoNormal"><span lang="EN-US" style="font-size:11.0pt;font-family:"Calibri","sans-serif";color:#1f497d">Harrison</span><span lang="EN-US"><u></u><u></u></span></p>
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<p class="MsoNormal"><span lang="EN-US" style="font-size:11.0pt;font-family:"Calibri","sans-serif";color:#1f497d">Harrison Owen</span><span lang="EN-US"><u></u><u></u></span></p>
<p class="MsoNormal"> <span lang="EN-US" style="font-size:11.0pt;font-family:"Calibri","sans-serif";color:#1f497d">7808 River Falls Dr.</span><span lang="EN-US"><u></u><u></u></span></p>
<p class="MsoNormal"><span lang="EN-US" style="font-size:11.0pt;font-family:"Calibri","sans-serif";color:#1f497d">Potomac, MD 20854</span><span lang="EN-US"><u></u><u></u></span></p>
<p class="MsoNormal"><span lang="EN-US" style="font-size:11.0pt;font-family:"Calibri","sans-serif";color:#1f497d">USA</span><span lang="EN-US"><u></u><u></u></span></p>
<p class="MsoNormal"><span lang="EN-US" style="font-size:11.0pt;font-family:"Calibri","sans-serif";color:#1f497d">189 Beaucaire Ave. (summer)</span><span lang="EN-US"><u></u><u></u></span></p>
<p class="MsoNormal"><span lang="EN-US" style="font-size:11.0pt;font-family:"Calibri","sans-serif";color:#1f497d">Camden, Maine 04843</span><span lang="EN-US"><u></u><u></u></span></p>
<p class="MsoNormal"> <span lang="EN-US" style="font-size:11.0pt;font-family:"Calibri","sans-serif";color:#1f497d">Phone <a href="tel:301-365-2093" target="_blank">301-365-2093</a></span><span lang="EN-US"><u></u><u></u></span></p>
<p class="MsoNormal"><span lang="EN-US" style="font-size:11.0pt;font-family:"Calibri","sans-serif";color:#1f497d">(summer) <a href="tel:207-763-3261" target="_blank">207-763-3261</a></span><span lang="EN-US"><u></u><u></u></span></p>
<p class="MsoNormal"><span lang="EN-US"><a href="http://www.openspaceworld.com%20" target="_blank"><span style="font-size:11.0pt;font-family:"Calibri","sans-serif"">www.openspaceworld.com</span></a></span><span lang="EN-US" style="font-size:11.0pt;font-family:"Calibri","sans-serif";color:#1f497d"> </span><span lang="EN-US"><u></u><u></u></span></p>
<p class="MsoNormal"><span lang="EN-US"><a href="http://www.ho-image.com%20" target="_blank"><span style="font-size:11.0pt;font-family:"Calibri","sans-serif"">www.ho-image.com</span></a></span><span lang="EN-US" style="font-size:11.0pt;font-family:"Calibri","sans-serif";color:#1f497d"> (Personal Website)</span><span lang="EN-US"><u></u><u></u></span></p>
<p class="MsoNormal"><span lang="EN-US" style="font-size:10.5pt;font-family:Consolas;color:#1f497d">To subscribe, unsubscribe, change your options, view the archives of OSLIST Go to:</span><span lang="EN-US"><a href="http://lists.openspacetech.org/listinfo.cgi/oslist-openspacetech.org" target="_blank"><span style="font-size:10.5pt;font-family:Consolas">http://lists.openspacetech.org/listinfo.cgi/oslist-openspacetech.org</span></a><u></u><u></u></span></p>
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<p class="MsoNormal"><b><span lang="EN-US" style="font-size:10.0pt;font-family:"Tahoma","sans-serif"">From:</span></b><span lang="EN-US" style="font-size:10.0pt;font-family:"Tahoma","sans-serif""> <a href="mailto:oslist-bounces@lists.openspacetech.org" target="_blank">oslist-bounces@lists.openspacetech.org</a> [<a href="mailto:oslist-bounces@lists.openspacetech.org" target="_blank">mailto:oslist-bounces@lists.openspacetech.org</a>] <b>On Behalf Of </b>David Osborne<br /> <b>Sent:</b> Monday, February 03, 2014 9:47 AM<br /><b>To:</b> World wide Open Space Technology email list<br /><b>Subject:</b> Re: [OSList] Trust</span><span lang="EN-US"><u></u><u></u></span></p>
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<p class="MsoNormal"> <span lang="EN-US">I'm not sure I agree OS fails as a management tool.....Self-Organization has become the lens I look at all my work as an individual who supports groups and organizations in change and in my leadership and management development work. It's not an either / or for me os works or doesn't work as a management tool. <u></u><u></u></span></p>
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<p class="MsoNormal"><span lang="EN-US">Leadership is simply supporting an organization in moving toward its goals. The invitation in OS is the goal or issue that people care about. What I have found is that as I'm able to share the conditions that support self-organization and how they can be integrated into individuals leadership approach that the leaders move toward approaches that support greater and greater self-organization. This is not top-down, traditional leadership or management. As you propose in Wave-Rider Harrison, I believe the principles of OS / self-organization can be integrated as a leadership approach with great results. <u></u><u></u></span></p>
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<p class="MsoNormal"><span lang="EN-US">David <u></u><u></u></span></p>
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<p class="MsoNormal"><span lang="EN-US">On Mon, Feb 3, 2014 at 8:57 AM, Harrison Owen <<a href="mailto:hhowen@verizon.net" target="_blank">hhowen@verizon.net</a>> wrote: <u></u><u></u></span></p>
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<p class="MsoNormal"><span lang="EN-US" style="font-size:11.0pt;font-family:"Calibri","sans-serif";color:#1f497d">David – I would totally agree that OS</span><span lang="EN-US"> “</span><span lang="EN-US" style="font-size:11.0pt;font-family:"Calibri","sans-serif";color:#1f497d">utterly fails as a management tool.” Then again I think that OS shares this fate/condition with all other “management tools,” at least as I understand “management” and “tool” in the context of enabling effective human performance. And thereby hang the beginning of a long and useful discussion, I think.</span><span lang="EN-US"><u></u><u></u></span></p>
<p class="MsoNormal"><span lang="EN-US" style="font-size:11.0pt;font-family:"Calibri","sans-serif";color:#1f497d">ho</span><span lang="EN-US"><u></u><u></u></span></p>
<p class="MsoNormal"><span lang="EN-US" style="font-size:11.0pt;font-family:"Calibri","sans-serif";color:#1f497d"> </span><span lang="EN-US"><u></u><u></u></span></p>
<p class="MsoNormal"><span lang="EN-US" style="font-size:11.0pt;font-family:"Calibri","sans-serif";color:#1f497d">Harrison Owen</span><span lang="EN-US"><u></u><u></u></span></p>
<p class="MsoNormal"><span lang="EN-US" style="font-size:11.0pt;font-family:"Calibri","sans-serif";color:#1f497d">7808 River Falls Dr.</span><span lang="EN-US"><u></u><u></u></span></p>
<p class="MsoNormal"><span lang="EN-US" style="font-size:11.0pt;font-family:"Calibri","sans-serif";color:#1f497d">Potomac, MD 20854</span><span lang="EN-US"><u></u><u></u></span></p>
<p class="MsoNormal"> <span lang="EN-US" style="font-size:11.0pt;font-family:"Calibri","sans-serif";color:#1f497d">USA</span><span lang="EN-US"><u></u><u></u></span></p>
<p class="MsoNormal"><span lang="EN-US" style="font-size:11.0pt;font-family:"Calibri","sans-serif";color:#1f497d">189 Beaucaire Ave. (summer)</span><span lang="EN-US"><u></u><u></u></span></p>
<p class="MsoNormal"><span lang="EN-US" style="font-size:11.0pt;font-family:"Calibri","sans-serif";color:#1f497d">Camden, Maine 04843</span><span lang="EN-US"><u></u><u></u></span></p>
<p class="MsoNormal"> <span lang="EN-US" style="font-size:11.0pt;font-family:"Calibri","sans-serif";color:#1f497d">Phone <a href="tel:301-365-2093" target="_blank">301-365-2093</a></span><span lang="EN-US"><u></u><u></u></span></p>
<p class="MsoNormal"><span lang="EN-US" style="font-size:11.0pt;font-family:"Calibri","sans-serif";color:#1f497d">(summer) <a href="tel:207-763-3261" target="_blank">207-763-3261</a></span><span lang="EN-US"><u></u><u></u></span></p>
<p class="MsoNormal"><span lang="EN-US" style="font-size:11.0pt;font-family:"Calibri","sans-serif";color:#1f497d"><a href="http://www.openspaceworld.com%20" target="_blank">www.openspaceworld.com</a> </span><span lang="EN-US"><u></u><u></u></span></p>
<p class="MsoNormal"><span lang="EN-US" style="font-size:11.0pt;font-family:"Calibri","sans-serif";color:#1f497d"><a href="http://www.ho-image.com%20" target="_blank">www.ho-image.com</a> (Personal Website)</span><span lang="EN-US"><u></u><u></u></span></p>
<p class="MsoNormal"><span lang="EN-US" style="font-size:10.5pt;font-family:Consolas;color:#1f497d">To subscribe, unsubscribe, change your options, view the archives of OSLIST Go to:<a href="http://lists.openspacetech.org/listinfo.cgi/oslist-openspacetech.org" target="_blank">http://lists.openspacetech.org/listinfo.cgi/oslist-openspacetech.org</a></span><span lang="EN-US"><u></u><u></u></span></p>
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<p class="MsoNormal"><b><span lang="EN-US" style="font-size:10.0pt;font-family:"Tahoma","sans-serif"">From:</span></b><span lang="EN-US" style="font-size:10.0pt;font-family:"Tahoma","sans-serif""> <a href="mailto:oslist-bounces@lists.openspacetech.org" target="_blank">oslist-bounces@lists.openspacetech.org</a> [mailto:<a href="mailto:oslist-bounces@lists.openspacetech.org" target="_blank">oslist-bounces@lists.openspacetech.org</a>] <b>On Behalf Of </b>David stevenson<br /> <b>Sent:</b> Monday, February 03, 2014 1:51 AM<br /><b>To:</b> World wide Open Space Technology email list<br /><b>Subject:</b> Re: [OSList] Trust</span><span lang="EN-US"><u></u><u></u></span></p>
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<p class="MsoNormal"><span lang="EN-US"> <u></u><u></u></span></p>
<p class="MsoNormal"><span lang="EN-US">Ho indeed Harrison! OpenSpace opens space for freedom of spirit and heart, choice and the weaving of our fates and destinies with that of our world, it does not achieve complience and so, at least to the extent that people are to be managed...<u></u><u></u></span></p>
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<p class="MsoNormal"><span lang="EN-US">On Saturday, February 1, 2014, Harrison Owen <<a href="mailto:hhowen@verizon.net" target="_blank">hhowen@verizon.net</a>> wrote:<u></u><u></u></span></p>
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<p><span lang="EN-US" style="font-size:11.0pt;font-family:"Calibri","sans-serif";color:#1f497d">Brendan said: “And in my view , all germinating from that initial transfer of trust between mentor and sponsor” Right on! I don’t think it makes a bit of difference how elegantly one “does” the Open Space. It is really all about TRUST. When I said that anybody with a good heart and good mind can “do it,” that is just a long winded way of saying what I’ve always found to be true. Expertise is interesting. Integrity and Trust are essential. A new comer to the OS world, opening space for the very first time, muffing some lines, and forgetting others – can do every bit as well as a 20 year veteran. The coin of the realm is Integrity, authenticity, trust. But none of that should be news, for that trio is the bedrock of all positive human encounter, I think. Which may just be another way of pointing out that OS is not some special process we do, it is just life lived well. Or something.</span><span lang="EN-US"><u></u><u></u></span></p>
<p><span lang="EN-US" style="font-size:11.0pt;font-family:"Calibri","sans-serif";color:#1f497d"> </span><span lang="EN-US"><u></u><u></u></span></p>
<p><span lang="EN-US" style="font-size:11.0pt;font-family:"Calibri","sans-serif";color:#1f497d">ho</span><span lang="EN-US"><u></u><u></u></span></p>
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<p><span lang="EN-US" style="font-size:11.0pt;font-family:"Calibri","sans-serif";color:#1f497d">Harrison Owen</span><span lang="EN-US"><u></u><u></u></span></p>
<p><span lang="EN-US" style="font-size:11.0pt;font-family:"Calibri","sans-serif";color:#1f497d">7808 River Falls Dr.</span><span lang="EN-US"><u></u><u></u></span></p>
<p><span lang="EN-US" style="font-size:11.0pt;font-family:"Calibri","sans-serif";color:#1f497d">Potomac, MD 20854</span><span lang="EN-US"><u></u><u></u></span></p>
<p><span lang="EN-US" style="font-size:11.0pt;font-family:"Calibri","sans-serif";color:#1f497d">USA</span><span lang="EN-US"><u></u><u></u></span></p>
<p><span lang="EN-US" style="font-size:11.0pt;font-family:"Calibri","sans-serif";color:#1f497d">189 Beaucaire Ave. (summer)</span><span lang="EN-US"><u></u><u></u></span></p>
<p><span lang="EN-US" style="font-size:11.0pt;font-family:"Calibri","sans-serif";color:#1f497d">Camden, Maine 04843</span><span lang="EN-US"><u></u><u></u></span></p>
<p><span lang="EN-US" style="font-size:11.0pt;font-family:"Calibri","sans-serif";color:#1f497d">Phone <a href="tel:301-365-2093" target="_blank">301-365-2093</a></span><span lang="EN-US"><u></u><u></u></span></p>
<p><span lang="EN-US" style="font-size:11.0pt;font-family:"Calibri","sans-serif";color:#1f497d">(summer) <a href="tel:207-763-3261" target="_blank">207-763-3261</a></span><span lang="EN-US"><u></u><u></u></span></p>
<p><span lang="EN-US" style="font-size:11.0pt;font-family:"Calibri","sans-serif";color:#1f497d"><a href="http://www.openspaceworld.com%20" target="_blank">www.openspaceworld.com</a> </span><span lang="EN-US"><u></u><u></u></span></p>
<p><span lang="EN-US" style="font-size:11.0pt;font-family:"Calibri","sans-serif";color:#1f497d"><a href="http://www.ho-image.com%20" target="_blank">www.ho-image.com</a> (Personal Website)</span><span lang="EN-US"><u></u><u></u></span></p>
<p><span lang="EN-US" style="font-size:10.5pt;font-family:Consolas;color:#1f497d">To subscribe, unsubscribe, change your options, view the archives of OSLIST Go to:<a href="http://lists.openspacetech.org/listinfo.cgi/oslist-openspacetech.org" target="_blank">http://lists.openspacetech.org/listinfo.cgi/oslist-openspacetech.org</a></span><span lang="EN-US"><u></u><u></u></span></p>
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<p><b><span lang="EN-US" style="font-size:10.0pt;font-family:"Tahoma","sans-serif"">From:</span></b><span lang="EN-US" style="font-size:10.0pt;font-family:"Tahoma","sans-serif""> <a href="mailto:oslist-bounces@lists.openspacetech.org" target="_blank">oslist-bounces@lists.openspacetech.org</a> [<a href="mailto:oslist-bounces@lists.openspacetech.org" target="_blank">mailto:oslist-bounces@lists.openspacetech.org</a>] <b>On Behalf Of </b>Brendan McKeague<br /> <b>Sent:</b> Saturday, February 01, 2014 12:57 AM<br /><b>To:</b> World wide Open Space Technology email list<br /><b>Subject:</b> Re: [OSList] Sponsor PreWork Conversation (long)</span><span lang="EN-US"><u></u><u></u></span></p>
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<p><span lang="EN-US">A very interesting question Chuni Li...<u></u><u></u></span></p>
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<p><span lang="EN-US">The sponsor was being mentored by one of my colleagues in our local Open Space community of practice (Wave Riders) who suggested to him that OS was the right method/model for the task at hand. As his coach (the formal role as perceived by the organisation), my colleague encouraged the sponsor to get in touch with me to avoid any perceived conflict of interest. The sponsor researched OS for himself first and then engaged me to provide the specialist knowledge....Harrison often says that anyone with a good heart and head can open space - and I agree - while at the same time, I acknowledge that 'Open Space wisdom' is often helpful, if not necessary, in situations of increased complexity and potential conflict. <u></u><u></u></span></p>
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<p><span lang="EN-US">After his initial attraction to OS in theory, and as part of his research, the sponsor then ran a mini Open Space within his own jurisdiction to see how it worked in reality - he wished to speak from his lived experience when engaging with his higher-uppers. He also watched a few of the growing library of YouTube clips that are so wonderful for educating potential sponsors. <u></u><u></u></span></p>
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<p><span lang="EN-US">Now totally convinced, the transfer of trust was complete at various levels....trusting the process (OST works) AND trusting the facilitator (who was aligned with the essence of OST - i.e living in it) AND trusting that both facilitator and process were 'fit-for-purpose' in this context. <u></u><u></u></span></p>
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<p><span lang="EN-US">And in my view , all germinating from that initial transfer of trust between mentor and sponsor<u></u><u></u></span></p>
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<p><span lang="EN-US">Hope this story helps <u></u><u></u></span></p>
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<p><span lang="EN-US">Cheers Brendan<u></u><u></u></span></p>
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<p><span lang="EN-US"><u></u> <u></u></span></p>
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<p><span lang="EN-US">On 31/01/2014, at 1:10 PM, <a href="mailto:chunili2000@yahoo.com" target="_blank">chunili2000@yahoo.com</a> wrote:<u></u><u></u></span></p>
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<p style="background:white"><span lang="EN-US" style="font-size:10.0pt;font-family:"Helvetica","sans-serif"">Thank you Brendan for taking the time to organize and share this information - so precious and such a generous gift!</span><span lang="EN-US"><u></u><u></u></span></p>
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<p style="background:white"><span lang="EN-US" style="font-size:10.0pt;font-family:"Helvetica","sans-serif"">I am curious about the sponsor who "put his neck out" to make the event happen.</span><span lang="EN-US"><u></u><u></u></span></p>
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<p style="background:white"><span lang="EN-US" style="font-size:10.0pt;font-family:"Helvetica","sans-serif"">Had he experienced OST before? Did you have to "convince" him? What made him willing to "jump through the hoops?" Was it the OST process or was it you that he trusted?</span><span lang="EN-US"><u></u><u></u></span></p>
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<p style="background:white"><span lang="EN-US" style="font-size:10.0pt;font-family:"Helvetica","sans-serif"">Chuni Li</span><span lang="EN-US"><u></u><u></u></span></p>
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<p style="background:white"> <span lang="EN-US" style="font-size:10.0pt;font-family:"Helvetica","sans-serif"">New Jersey</span><span lang="EN-US"><u></u><u></u></span></p>
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<p style="background:white"><b><span lang="EN-US" style="font-size:10.0pt;font-family:"Arial","sans-serif"">From:</span></b><span lang="EN-US" style="font-size:10.0pt;font-family:"Arial","sans-serif""> Brendan Mc</span><span lang="EN-US"><u></u><u></u></span></p>
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<p class="MsoNormal"><span lang="EN-US" style="color:#888888">-- <br />David Stevenson<br />Sent from Gmail Mobile</span><span lang="EN-US"><u></u><u></u></span></p>
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<p class="MsoNormal" style="margin-bottom:12.0pt"><span lang="EN-US"><br />_______________________________________________ <br />OSList mailing list <br />To post send emails to <a href="mailto:OSList@lists.openspacetech.org" target="_blank">OSList@lists.openspacetech.org</a> <br /> To unsubscribe send an email to <a href="mailto:OSList-leave@lists.openspacetech.org" target="_blank">OSList-leave@lists.openspacetech.org</a> <br />To subscribe or manage your subscription click below: <br /><a href="http://lists.openspacetech.org/listinfo.cgi/oslist-openspacetech.org" target="_blank">http://lists.openspacetech.org/listinfo.cgi/oslist-openspacetech.org</a> <u></u><u></u></span></p>
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<p><span lang="EN-US">--<u></u><u></u></span></p>
<p><span lang="EN-US">David Osborne<u></u><u></u></span></p>
<p><span lang="EN-US"><img border="0" width="150" height="58" src="cid:image001.jpg@01CF224F.86B78A90" alt="http://www.change-fusion.com/ChangeFusionLogo.jpg" /><u></u><u></u></span></p>
<p><span lang="EN-US"><a href="http://www.change-fusion.com" target="_blank">www.change-fusion.com</a> | <a href="mailto:dosborne@change-fusion.com" target="_blank">dosborne@change-fusion.com</a> | <a href="tel:703.939.1777" target="_blank">703.939.1777</a><u></u><u></u></span></p>
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<p class="MsoNormal" style="margin-bottom:12.0pt"><span lang="EN-GB">_______________________________________________ <br />OSList mailing list <br />To post send emails to </span><a href="mailto:OSList@lists.openspacetech.org" target="_blank"><span lang="EN-GB">OSList@lists.openspacetech.org</span></a><span lang="EN-GB"> <br /> To unsubscribe send an email to </span><a href="mailto:OSList-leave@lists.openspacetech.org" target="_blank"><span lang="EN-GB">OSList-leave@lists.openspacetech.org</span></a><span lang="EN-GB"> <br />To subscribe or manage your subscription click below: <br /> </span><a href="http://lists.openspacetech.org/listinfo.cgi/oslist-openspacetech.org" target="_blank"><span lang="EN-GB">http://lists.openspacetech.org/listinfo.cgi/oslist-openspacetech.org</span></a> <span lang="EN-GB"><u></u><u></u></span></p>
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<p>--<u></u><u></u></p>
<p>David Osborne<u></u><u></u></p>
<p><span style="border:solid windowtext 1.0pt;padding:0cm"><img border="0" width="150" height="58" src="cid:image002.jpg@01CF224F.86B78A90" alt="Afbeelding verwijderd door afzender." /></span><u></u><u></u></p>
<p><a href="http://www.change-fusion.com" target="_blank">www.change-fusion.com</a> | <a href="mailto:dosborne@change-fusion.com" target="_blank">dosborne@change-fusion.com</a> | <a href="tel:703.939.1777" value="+17039391777" target="_blank">703.939.1777</a><u></u><u></u></p>
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<p>--</p>
<p>David Osborne</p>
<p style="text-align: left;"><img src="http://www.change-fusion.com/ChangeFusionLogo.jpg" alt="" width="150" height="58" /></p>
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