<div dir="ltr"><div><b>So what do you think about all of that?</b>... asks Harrison at the end of his original post.<br><br>A loaded question to say the least.<br><br></div><div>Well I've been thinking about it....A LOT. Though really, there's no surprise in this plain talk--probably more plain talk than I've ever seen on this subject. <br>
</div><div><br></div><div>Plain talk about management and leadership, whether the definition of it, our view of it, our pursuit of it, or our conversations around it, which leads me to think about: <br><br>"When it really comes down to it, what is it that we
are really promising management and leadership when they ask us about
Open Space? What is it that they are really asking of us? What
reassurances are they looking for? What is the implied promise that we
are giving? Why is it so hard to find the right words to engage in a
meaningful dialogue around what we are really inviting?"<br><br>Under the surface of it all, we know what management and leadership are
asking for. We know they want that fix, the predictability, the
reassurance of outcome, of high performance, of results and probably a
return to the way things were or as they remember them to be...but was it really ever that way? And could it ever be that way again?<br><br>We all know that what the clients are asking for is not possible.
How can we ever predict or plan the complex future we are living into with any certainty at all?
It would seem that we have ample evidence of the futility of even attempting to do so or worse believing that we can. And yet we do, over and over again. Working harder and harder, searching for that next best model or system or structure or approach, spending hours and hours learning more and more, planning, predicting and forecasting and then later analyzing the gaps where we did not meet plan and spending more and more hours, explaining the variances. We massage our words, we try to describe in ways that will seem familiar and similar to the existing models to entice and reassure. By falling in the trap of promises, are we not also colluding with what we know to be true...that control doesn't work no more than predictability does. <br>
<br></div><div>And as we busily work on this, life is passing us by. <br><br></div><div>Harrison in an earlier post said: <br><br>
<p class="MsoNormal" style="line-height:normal"><span style="color:rgb(31,73,125)">"For the last several years I have been asking for, pleading
for, begging for an extended and deep conversation which starts with the
premise that this is a self organizing world, beginning, middle and end. Living
fully and productively in such a world requires that we think some new, and
(some would say) radical and heretical thoughts about management, leadership,
the nature of organization, power...and much more. Good old OST gives us a good
experimental base, but that is just the beginning. I think. And while some might
see OST as a useful “tool” for the enhancement of organizations as we know
them, in my view OST is a wonderful Trojan Horse, which, in a not so subtle
manner, blows those understandings and ways of working quite out of the water.
It clears some space for the new conversations to take place, while
simultaneously offering some useful contributions to the content of those
conversations."</span></p><br></div><div>I too year for these conversations...with the clients and others. What's more, we know that Open Space gives us the feeling and experience that something much bigger and better is right there under the surface. The SHIFT that people often experience is life-changing or could be if individuals trusted their experience and did not try so hard to talk themselves out of what felt so natural... simply because it does not match up with the good old predictability models of Leadership and Management. <br>
<br></div><div>It was this experience that ignited my passion and my courage to jump into life. I wonder now if it is not time to speak more clearly, more forthrightly about self-organizing, about one less thing to do, about chaos and order. <br>
</div><div><br></div><div>As Harrison yearns for extended and deep conversations on self-organizing, I yearn for more and more Open Space and <b>more plain talk</b> along the lines of "Folks, let's face it; it's just not working. Time to try something new or rather time to go back to something that's been lying there right under our nose all these billion years. It's everywhere, in nature, in our living systems: it's called self-organizing. It's our best teacher and the one that has withstood the test of time".<br>
<br></div><div>Along with the plain talk and inviting, I also want to wear my passion on my sleeve without holding back. I want to show how much I yearn for work and life to be more joyful, more fun and more productive because people are doing "one less thing of the stuff that is a waste to do" and "many more things that they enjoy and believe in". <br>
<br></div><div>I also see others wearing their heart on their sleeves, speaking clearly and with great conviction what they want to see in the world of work. <br><br></div><div>Harrison you said:
<p class="MsoNormal" style="line-height:normal"><span style="color:rgb(31,73,125)"><span style>I think the bottom line
may come down to: Move slowly with empathy, and be prepared to wait.</span> </span></p><p class="MsoNormal" style="line-height:normal"><br></p><p class="MsoNormal" style="line-height:normal">I'll admit that I can't buy into that. I feel too much urgency. Life may prove me wrong, doors may slam shut but I'm willing to take that chance. <br>
</p><p class="MsoNormal" style="line-height:normal"><span style="color:rgb(31,73,125)"></span></p><p class="MsoNormal" style="line-height:normal"><br></p><p class="MsoNormal" style="line-height:normal">But what I can buy into is this:</p>
<p class="MsoNormal" style="line-height:normal"></p><p class="MsoNormal" style="line-height:normal"><span style><span style="font-size:11pt;line-height:115%;font-family:"Calibri","sans-serif";color:rgb(31,73,125)"><font>"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."</font> </span></span><b style><span style="font-size:11pt;line-height:115%;font-family:"Calibri","sans-serif";color:rgb(31,73,125)"><br></span></b></p>
<p class="MsoNormal" style="line-height:normal"><br><b style><span style="font-size:11pt;line-height:115%;font-family:"Calibri","sans-serif";color:rgb(31,73,125)"></span></b></p>
<p class="MsoNormal"><font><span style="font-family:arial,helvetica,sans-serif"><span style="line-height:115%">And
perhaps if enough of us help nudge it towards that paradigm shift, we will
start a real tipping point. </span></span></font></p><font><span style="font-family:arial,helvetica,sans-serif">
</span></font><p class="MsoNormal"><font><span style="font-family:arial,helvetica,sans-serif"><span style="line-height:115%"> </span></span></font></p><font><span style="font-family:arial,helvetica,sans-serif">
</span></font><p class="MsoNormal"><font><span style="font-family:arial,helvetica,sans-serif"><span style="line-height:115%">Suzanne</span></span></font></p>
<p class="MsoNormal" style="line-height:normal"><span style="color:rgb(31,73,125)"></span><b style><span style="font-size:12pt;font-family:"Times New Roman","serif""></span></b></p>
</div><div><br></div><div><br></div><div><br><br></div><div><br><br><br><br>
<br></div>I<br></div><div class="gmail_extra"><br><br><div class="gmail_quote">On Wed, Feb 5, 2014 at 2:41 PM, David Osborne <span dir="ltr"><<a href="mailto:dosborne@change-fusion.com" target="_blank">dosborne@change-fusion.com</a>></span> wrote:<br>
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<div dir="ltr">
Many thanks Harrison...very helpful.
<span class="HOEnZb"><font color="#888888"><div>
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David
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On Wed, Feb 5, 2014 at 12:09 PM, Harrison Owen
<span dir="ltr"><<a href="mailto:hhowen@verizon.net" target="_blank">hhowen@verizon.net</a>></span> wrote:
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<p class="MsoNormal"><span style="font-size:11.0pt;font-family:"Calibri","sans-serif";color:#1f497d">David, Listen to your words...</span> “<span style="font-size:11.0pt;font-family:"Calibri","sans-serif";color:#1f497d">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></span></p>
<p class="MsoNormal"><span style="font-size:11.0pt;font-family:"Calibri","sans-serif";color:#1f497d"><u></u> <u></u></span></p>
<p class="MsoNormal"><span style="font-size:11.0pt;font-family:"Calibri","sans-serif";color:#1f497d">I hate to say it, and you won’t be surprised, but I think you are working much too hard. Sounds to me suspiciously like a variant of “organizing a self organizing system.” Especially that part about “find(ing) models.” The systems you are contemplating (your business and the Association) are their own best models. Nothing else will even come close because they are unique. And if self organization is anything like I think it is, one of its major activities is the creation of “structures and boundaries.” That, by definition, is what self organizing systems do, along with a few other things. So the key activity for me would be to stop looking for models, and start paying careful attention to how your two self organizing systems naturally express themselves in structure and form. <u></u><u></u></span></p>
<p class="MsoNormal"><span style="font-size:11.0pt;font-family:"Calibri","sans-serif";color:#1f497d"><u></u> <u></u></span></p>
<p class="MsoNormal"><span style="font-size:11.0pt;font-family:"Calibri","sans-serif";color:#1f497d">Initially your task will be complicated by all those “other” structures and forms that have been laid on, arbitrarily I would say, just because it seemed like a good idea at the time – in accord with the latest “models,” or “accepted practice.” After all, we think we all know what an organization SHOULD look like.</span><span style="font-size:11.0pt;font-family:Wingdings;color:#1f497d">J</span><span style="font-size:11.0pt;font-family:"Calibri","sans-serif";color:#1f497d"><u></u><u></u></span></p>
<p class="MsoNormal"><span style="font-size:11.0pt;font-family:"Calibri","sans-serif";color:#1f497d"><u></u> <u></u></span></p>
<p class="MsoNormal"><span style="font-size:11.0pt;font-family:"Calibri","sans-serif";color:#1f497d">But there is a way through the forest, I think, which is actually the “design principle” I employed in the development of Open Space Technology. You’ve heard it before. <b>Think of one more thing NOT to do</b>. Just keep striping away those forms and procedures that you thought to be essential for your organizations’ function. Don’t try to do it all at once, and start with what I might call the low hanging fruit. Those things that just get done, even though nobody can remember why. <u></u><u></u></span></p>
<p class="MsoNormal"><span style="font-size:11.0pt;font-family:"Calibri","sans-serif";color:#1f497d"><u></u> <u></u></span></p>
<p class="MsoNormal"><span style="font-size:11.0pt;font-family:"Calibri","sans-serif";color:#1f497d">Then notice what happens. If something comes back, that is pretty good evidence that it was a natural form or structure, and your systems, in their own wisdom, felt the need. On the other hand, if it stays gone, just say bye, bye, enjoy the new space, and get on with your business. <u></u><u></u></span></p>
<p class="MsoNormal"><span style="font-size:11.0pt;font-family:"Calibri","sans-serif";color:#1f497d"><u></u> <u></u></span></p>
<p class="MsoNormal"><span style="font-size:11.0pt;font-family:"Calibri","sans-serif";color:#1f497d">It is true, of course that some structures and forms are required by external authorities: Taxes, annual reports, and the like. In those situations, I have found it helpful to ask, “What is the minimal level of form and structure required to get the job done?” For some reason, people seem to make the simplest things unendingly complicated. <i>In extremis</i> there is a presumption that if it is simple, it can’t be any good. I’ve noticed this on more than one occasion with the public perception of OST, especially among those who have never been involved. I suppose this has something to do with the Expert Syndrome – if you make it complicated enough you will surely require the services of an Expert to help you through. For a fee of course. And to be honest, we in the OS community sometimes seem to be guilty of the same thing. <u></u><u></u></span></p>
<p class="MsoNormal"><span style="font-size:11.0pt;font-family:"Calibri","sans-serif";color:#1f497d"><u></u> <u></u></span></p>
<p class="MsoNormal"><span style="font-size:11.0pt;font-family:"Calibri","sans-serif";color:#1f497d">So there are some suggestions to get started. If you want more, and probably more than you want – you might take a look at Part II of <i>Wave Rider</i>, “A Wave Rider’s Guide to the Future.” And for a slightly different slant see Part IV of the <i>Power of Spirit,</i> “The Care and Feeding of the Interactive Organization.” And just to be clear, an Interactive Organization is my term for a conscious, self organizing system. <u></u><u></u></span></p>
<p class="MsoNormal"><span style="font-size:11.0pt;font-family:"Calibri","sans-serif";color:#1f497d"><u></u> <u></u></span></p>
<p class="MsoNormal"><span style="font-size:11.0pt;font-family:"Calibri","sans-serif";color:#1f497d">Harrison<u></u><u></u></span></p>
<p class="MsoNormal"><span style="font-size:11.0pt;font-family:"Calibri","sans-serif";color:#1f497d"> <u></u><u></u></span></p>
<p class="MsoNormal"><span style="font-size:11.0pt;font-family:"Calibri","sans-serif";color:#1f497d">PS – And for the record, all of the above are by yours truly and available from Amazon.com and the publisher, Berrett-Koehler.<u></u><u></u></span></p>
<p class="MsoNormal"><span style="font-size:11.0pt;font-family:"Calibri","sans-serif";color:#1f497d"><u></u> <u></u></span></p>
<div>
<p class="MsoNormal"><span style="font-size:11.0pt;font-family:"Calibri","sans-serif";color:#1f497d">Harrison Owen<u></u><u></u></span></p>
<p class="MsoNormal"><span style="font-size:11.0pt;font-family:"Calibri","sans-serif";color:#1f497d">7808 River Falls Dr.<u></u><u></u></span></p>
<p class="MsoNormal"><span style="font-size:11.0pt;font-family:"Calibri","sans-serif";color:#1f497d">Potomac, MD 20854<u></u><u></u></span></p>
<p class="MsoNormal"><span style="font-size:11.0pt;font-family:"Calibri","sans-serif";color:#1f497d">USA<u></u><u></u></span></p>
<p class="MsoNormal"><span style="font-size:11.0pt;font-family:"Calibri","sans-serif";color:#1f497d"><u></u> <u></u></span></p>
<p class="MsoNormal"><span style="font-size:11.0pt;font-family:"Calibri","sans-serif";color:#1f497d">189 Beaucaire Ave. (summer)<u></u><u></u></span></p>
<p class="MsoNormal"><span style="font-size:11.0pt;font-family:"Calibri","sans-serif";color:#1f497d">Camden, Maine 04843<u></u><u></u></span></p>
<p class="MsoNormal"><span style="font-size:11.0pt;font-family:"Calibri","sans-serif";color:#1f497d"><u></u> <u></u></span></p>
<p class="MsoNormal"><span style="font-size:11.0pt;font-family:"Calibri","sans-serif";color:#1f497d">Phone <a href="tel:301-365-2093" value="+13013652093" target="_blank">301-365-2093</a><u></u><u></u></span></p>
<p class="MsoNormal"><span style="font-size:11.0pt;font-family:"Calibri","sans-serif";color:#1f497d">(summer) <a href="tel:207-763-3261" value="+12077633261" target="_blank">207-763-3261</a><u></u><u></u></span></p>
<p class="MsoNormal"><span style="font-size:11.0pt;font-family:"Calibri","sans-serif";color:#1f497d"><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.openspaceworld.com%20" target="_blank"><span style="color:blue">www.openspaceworld.com</span></a> <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.ho-image.com%20" target="_blank"><span style="color:blue">www.ho-image.com</span></a> (Personal Website)<u></u><u></u></span></p>
<p class="MsoNormal"><span 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"><span style="color:blue">http://lists.openspacetech.org/listinfo.cgi/oslist-openspacetech.org</span></a><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"><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"">From:</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>On Behalf Of </b>David Osborne<br>
<b>Sent:</b> Tuesday, February 04, 2014 6:57 PM<br><b>To:</b> World wide Open Space Technology email list<br><b>Subject:</b> Re: [OSList] Management and Organization<u></u><u></u></span></p>
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<p class="MsoNormal"> <u></u> <u></u></p>
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<p class="MsoNormal">Harrison, <u></u><u></u></p>
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<p class="MsoNormal"><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"><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"><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"><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"><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"><u></u> <u></u></p>
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<p class="MsoNormal" style="margin-bottom:12.0pt"><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 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><u></u><u></u></p>
<p class="MsoNormal"><span style="font-size:11.0pt;font-family:"Calibri","sans-serif";color:#1f497d"> </span><u></u><u></u></p>
<p class="MsoNormal"><span 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><u></u><u></u></p>
<p class="MsoNormal"><span style="font-size:11.0pt;font-family:"Calibri","sans-serif";color:#1f497d"> </span><u></u><u></u></p>
<p class="MsoNormal"><span 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><u></u><u></u></p>
<p class="MsoNormal"><span style="font-size:11.0pt;font-family:"Calibri","sans-serif";color:#1f497d"> </span><u></u><u></u></p>
<p class="MsoNormal"><span 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><u></u><u></u></p>
<p class="MsoNormal"><span style="font-size:11.0pt;font-family:"Calibri","sans-serif";color:#1f497d"> </span><u></u><u></u></p>
<p class="MsoNormal"><span 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 style="font-size:11.0pt;font-family:Wingdings;color:#1f497d">J</span><span 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><u></u><u></u></p>
<p class="MsoNormal"><span style="font-size:11.0pt;font-family:"Calibri","sans-serif";color:#1f497d"> </span><u></u><u></u></p>
<p class="MsoNormal"><span 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><u></u><u></u></p>
<p class="MsoNormal"><span style="font-size:11.0pt;font-family:"Calibri","sans-serif";color:#1f497d"> </span><u></u><u></u></p>
<p class="MsoNormal"><span 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><u></u><u></u></p>
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<p class="MsoNormal"><span 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><u></u><u></u></p>
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<p class="MsoNormal"><span 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><u></u><u></u></p>
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<p class="MsoNormal"><span 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><u></u><u></u></p>
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<p class="MsoNormal"><span 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><u></u><u></u></p>
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<p class="MsoNormal"><span 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><u></u><u></u></p>
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<p class="MsoNormal"><span 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><u></u><u></u></p>
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<p class="MsoNormal"><span 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><u></u><u></u></p>
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<p class="MsoNormal"><span 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><u></u><u></u></p>
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<p class="MsoNormal"><span 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><u></u><u></u></p>
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<p class="MsoNormal"><span 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><u></u><u></u></p>
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<p class="MsoNormal"><span 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><u></u><u></u></p>
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<p class="MsoNormal"><span 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><u></u><u></u></p>
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<p class="MsoNormal"><span style="font-size:11.0pt;font-family:"Calibri","sans-serif";color:#1f497d">So what do you think about all that?</span><u></u><u></u></p>
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<p class="MsoNormal"><span style="font-size:11.0pt;font-family:"Calibri","sans-serif";color:#1f497d">Harrison</span><u></u><u></u></p>
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<p class="MsoNormal"><span style="font-size:11.0pt;font-family:"Calibri","sans-serif";color:#1f497d">Harrison Owen</span><u></u><u></u></p>
<p class="MsoNormal"><span style="font-size:11.0pt;font-family:"Calibri","sans-serif";color:#1f497d">7808 River Falls Dr.</span><u></u><u></u></p>
<p class="MsoNormal"><span style="font-size:11.0pt;font-family:"Calibri","sans-serif";color:#1f497d">Potomac, MD 20854</span><u></u><u></u></p>
<p class="MsoNormal"><span style="font-size:11.0pt;font-family:"Calibri","sans-serif";color:#1f497d">USA</span><u></u><u></u></p>
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<p class="MsoNormal"><span style="font-size:11.0pt;font-family:"Calibri","sans-serif";color:#1f497d">189 Beaucaire Ave. (summer)</span><u></u><u></u></p>
<p class="MsoNormal"><span style="font-size:11.0pt;font-family:"Calibri","sans-serif";color:#1f497d">Camden, Maine 04843</span><u></u><u></u></p>
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<p class="MsoNormal"><span 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><u></u><u></u></p>
<p class="MsoNormal"> <span 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><u></u><u></u></p>
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<p class="MsoNormal"><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 style="font-size:11.0pt;font-family:"Calibri","sans-serif";color:#1f497d"> </span><u></u><u></u></p>
<p class="MsoNormal"><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 style="font-size:11.0pt;font-family:"Calibri","sans-serif";color:#1f497d"> (Personal Website)</span><u></u><u></u></p>
<p class="MsoNormal"><span style="font-size:10.5pt;font-family:Consolas;color:#1f497d">To subscribe, unsubscribe, change your options, view the archives of OSLIST Go to:</span><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></p>
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<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""> <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><u></u><u></u></p>
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<p class="MsoNormal">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></p>
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<p class="MsoNormal">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></p>
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<p class="MsoNormal">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></p>
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<p class="MsoNormal"><span style="font-size:11.0pt;font-family:"Calibri","sans-serif";color:#1f497d">David – I would totally agree that OS</span> “<span 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><u></u><u></u></p>
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<p class="MsoNormal"><span style="font-size:11.0pt;font-family:"Calibri","sans-serif";color:#1f497d">ho</span><u></u><u></u></p>
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<p class="MsoNormal"><span style="font-size:11.0pt;font-family:"Calibri","sans-serif";color:#1f497d">Harrison Owen</span><u></u><u></u></p>
<p class="MsoNormal"><span style="font-size:11.0pt;font-family:"Calibri","sans-serif";color:#1f497d">7808 River Falls Dr.</span><u></u><u></u></p>
<p class="MsoNormal"><span style="font-size:11.0pt;font-family:"Calibri","sans-serif";color:#1f497d">Potomac, MD 20854</span><u></u><u></u></p>
<p class="MsoNormal"><span style="font-size:11.0pt;font-family:"Calibri","sans-serif";color:#1f497d">USA</span><u></u><u></u></p>
<p class="MsoNormal"><span style="font-size:11.0pt;font-family:"Calibri","sans-serif";color:#1f497d"> </span><u></u><u></u></p>
<p class="MsoNormal"><span style="font-size:11.0pt;font-family:"Calibri","sans-serif";color:#1f497d">189 Beaucaire Ave. (summer)</span><u></u><u></u></p>
<p class="MsoNormal"><span style="font-size:11.0pt;font-family:"Calibri","sans-serif";color:#1f497d">Camden, Maine 04843</span><u></u><u></u></p>
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<p class="MsoNormal"><span 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><u></u><u></u></p>
<p class="MsoNormal"><span 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><u></u><u></u></p>
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<p class="MsoNormal"><span 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><u></u><u></u></p>
<p class="MsoNormal"><span 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><u></u><u></u></p>
<p class="MsoNormal"><span 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><u></u><u></u></p>
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<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""> <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><u></u><u></u></p>
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<p class="MsoNormal"> 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></p>
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<p class="MsoNormal">On Saturday, February 1, 2014, 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><span 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><u></u><u></u></p>
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<p><span style="font-size:11.0pt;font-family:"Calibri","sans-serif";color:#1f497d">Harrison Owen</span><u></u><u></u></p>
<p><span style="font-size:11.0pt;font-family:"Calibri","sans-serif";color:#1f497d">7808 River Falls Dr.</span><u></u><u></u></p>
<p><span style="font-size:11.0pt;font-family:"Calibri","sans-serif";color:#1f497d">Potomac, MD 20854</span><u></u><u></u></p>
<p><span style="font-size:11.0pt;font-family:"Calibri","sans-serif";color:#1f497d">USA</span><u></u><u></u></p>
<p><span style="font-size:11.0pt;font-family:"Calibri","sans-serif";color:#1f497d"> </span><u></u><u></u></p>
<p><span style="font-size:11.0pt;font-family:"Calibri","sans-serif";color:#1f497d">189 Beaucaire Ave. (summer)</span><u></u><u></u></p>
<p><span style="font-size:11.0pt;font-family:"Calibri","sans-serif";color:#1f497d">Camden, Maine 04843</span><u></u><u></u></p>
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<p><span 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><u></u><u></u></p>
<p><span 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><u></u><u></u></p>
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<p><span 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><u></u><u></u></p>
<p><span 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><u></u><u></u></p>
<p> <span 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><u></u><u></u></p>
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<p><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""> <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><u></u><u></u></p>
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<p>A very interesting question Chuni Li...<u></u><u></u></p>
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<p>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></p>
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<p>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></p>
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<p>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></p>
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<p>And in my view , all germinating from that initial transfer of trust between mentor and sponsor<u></u><u></u></p>
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<p>Hope this story helps <u></u><u></u></p>
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<p>Cheers Brendan<u></u><u></u></p>
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<p>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></p>
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<p style="background:white"><span 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><u></u><u></u></p>
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<p style="background:white"><span 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><u></u><u></u></p>
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<p style="background:white"><span 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><u></u><u></u></p>
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<p style="background:white"><span style="font-size:10.0pt;font-family:"Helvetica","sans-serif""> </span><u></u><u></u></p>
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<p style="background:white"><span style="font-size:10.0pt;font-family:"Helvetica","sans-serif"">Chuni Li</span><u></u><u></u></p>
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<p style="background:white"><span style="font-size:10.0pt;font-family:"Helvetica","sans-serif"">New Jersey</span><u></u><u></u></p>
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<p style="background:white"><b><span style="font-size:10.0pt;font-family:"Arial","sans-serif"">From:</span></b><span style="font-size:10.0pt;font-family:"Arial","sans-serif""> Brendan Mc</span><u></u><u></u></p>
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<p class="MsoNormal"><span style="color:#888888"><br><br>-- <br>David Stevenson<br>Sent from Gmail Mobile</span><u></u><u></u></p>
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<p class="MsoNormal"> <u></u><u></u></p>
<p>--<u></u><u></u></p>
<p>David Osborne<u></u><u></u></p>
<p><img src="cid:image001.jpg@01CF2261.60356D80" alt="http://www.change-fusion.com/ChangeFusionLogo.jpg" border="0" width="150" height="58"><u></u><u></u></p>
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<p class="MsoNormal"><u></u> <u></u></p>
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<p class="MsoNormal"><u></u> <u></u></p>
<p>--<u></u><u></u></p>
<p>David Osborne<u></u><u></u></p>
<p><img src="http://www.change-fusion.com/ChangeFusionLogo.jpg" border="0" width="150" height="58"><u></u><u></u></p>
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<p>--</p>
<p>David Osborne</p>
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<br></blockquote></div><br><br clear="all"><br>-- <br><div dir="ltr">Suzanne Daigle<br>Open Space Facilitator<br>NuFocus Strategic Group<br><br>FL 941-359-8877 <br>Cell: 203-722-2009<br><a href="http://www.nufocusgroup.com" target="_blank">www.nufocusgroup.com</a><br>
<a href="mailto:s.daigle@nufocusgroup.com" target="_blank">s.daigle@nufocusgroup.com</a><br>twitter @suzannedaigle<br></div>
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