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Hi Michael, Everyone,<br>
<br>
I'm sorry there are coercive mandates happening in Berlin, and that
you have to experience them. <br>
<br>
Regarding the Sponsor for an OST meeting, <br>
I am saying that I believe this person must have enough formal
authority ("sufficient+1") to be able to actually arrange, budget
and convene the meeting. And that the authority that the Sponsor
holds is conferred to him or her by the organization. Is this true
in OST?<br>
<br>
Regarding the Participants, <br>
I am saying that I believe that after the Marketplace opens, the
intention and in fact the reality of OST is that everyone has an
equal standing in authority terms. At the start, no one person or
group has any more authorization to act than any other person,
regardless of their formally authorized role in the organization. Is
this true in OST?<br>
<br>
For the record, I am not at all in favor of mandates. I am allergic
to them. I believe mandates and other forms of coercion strongly
discourage self-organization by the imposition of external authority
over the person or group. Self-organization is impossible in
scenarios where individuals and groups are not free to choose. Is
this true in OST?<br>
<br>
This places out routinely EVERY SINGLE DAY in Agile adoptions.
Formally authorized leadership imposes Agile practices on teams
while at the same time encouraging teams to "self-organize". I for
one have seldom if ever seen it actually work that way.<br>
<br>
And so I have my questions about authority in Open Space. <br>
<br>
I'm not being cute here: I'm hoping someone can help me break/refine
my model of OST as it pertains to formal and informal authority, in
the Open Space. I'm trying to use more precise language to explain
what I think is going on in OST. In my view, the 1 Law and the 5
Principles make it clear everyone has equal informal authorization
in OST, regardless of their formal title. I some ways the formal
titles are suspended, as the space is held open for inquiry and
dialogue. <br>
<br>
This is my current belief. I asking for help in determining if this
belief is close to truth.<br>
<br>
Related Links:<br>
<a class="moz-txt-link-freetext" href="http://newtechusa.net/agile/authority-and-power/">http://newtechusa.net/agile/authority-and-power/</a><br>
<a class="moz-txt-link-freetext" href="http://newtechusa.net/agile/authority-explained/">http://newtechusa.net/agile/authority-explained/</a><br>
<br>
Regards,<br>
Daniel<br>
<br>
<br>
<br>
<div class="moz-cite-prefix">On 3/30/14 5:23 AM, Michael M Pannwitz
wrote:<br>
</div>
<blockquote cite="mid:5337E2A6.5060304@gmail.com" type="cite">Dear
Dan, Jamie and Paul,
<br>
is there a new (5th or 6th) principle emerging?
<br>
Such as:
<br>
"Whoever is authorized is the right people?"
<br>
Or
<br>
"Whoever is mandated is the right people?"
<br>
<br>
Or is there a new prerequisite for the unfolding of the forces of
selforganisation in sight?
<br>
In addition to the 4,5 or 6 that we are often concerned about?
<br>
Such as:
<br>
"High level of authorisation"
<br>
or
<br>
"High level of mandation" (Palines for mandate, have a look at
this link
<br>
<blockquote type="cite"><a class="moz-txt-link-freetext" href="http://de.urbandictionary.com/define.php?term=Mandation">http://de.urbandictionary.com/define.php?term=Mandation</a>
<br>
</blockquote>
<br>
Or are these thoughts simply a manifestation of "old-paradigm",
remnants of the realm of control?
<br>
<br>
Control? Wasn't that the effort to shut down selforganisation
towards zero?
<br>
<br>
Heavy stuff for a sundrenched Sunday morning in Berlin where I and
the entire population (including dogs and cats and other pets kept
in human housing) are suffering from having been robbed of an
hours time by authorities that are mandated to do such stuff.
<br>
<br>
Oh yes, before I forget, there was the notion that "passion and
responsibility" is all that is needed for "authorisation" (with
the nagging suspicion that folks driven by passion and
responsibility and even taking action under those influences walk
through the walls and obstacles set up by those authorized to
raise them as if they were thin air).
<br>
<br>
Greetings from Berlin
<br>
mmp
<br>
<br>
<br>
On 29.03.2014 21:57, Daniel Mezick wrote:
<br>
<blockquote type="cite">I am asking for help. Will you help me
clarify my thinking?
<br>
<br>
I'm wondering if 100% equivalence in authorization for all
participants
<br>
is actually a key/defining characteristic of any genuine and
authentic
<br>
Open Space event...
<br>
<br>
<br>
First things first. Definitions:
<br>
<br>
Authority: The right to do specific work
<br>
<br>
Authorization: The conferring of authority
<br>
<br>
Formal Authority: Authorization conferred from the formal
organization
<br>
to a person. Example: "the CEO".
<br>
<br>
Informal Authority: Authorization conferred from peers,
colleagues and
<br>
co-workers. Example: "emergent leadership".
<br>
<br>
<br>
Now let's get into it. I currently think, and believe, that:
<br>
<br>
1. For an Open Space event inside an organization, the Sponsor
must
<br>
occupy a role with substantial formal authorization, definitely
more
<br>
than enough to actually authorize that OST event. The higher the
level
<br>
of formal authorization of the Sponsor, the better it is for the
event
<br>
overall.
<br>
<br>
2. The Sponsor authorizes the participants- the "invitees"-- to
meet
<br>
together, and do the specific work of exploring and
investigating the
<br>
Theme. This "authorized work" is done in "authorized space"...in
that
<br>
specific place, for a specific period of time. The Sponsor
explicitly
<br>
authorizes all of the above and conveys this message after they
stand
<br>
up, and before they sit down, at the opening.
<br>
<br>
2. The Facilitator is formally authorized by the Sponsor to do
the
<br>
specific work of OST event. Absent this authorization, the
Facilitator
<br>
has no standing.
<br>
<br>
3. This is the big one: Everyone else, Sponsor included, has
100%
<br>
equivalent authorization (100% equivalent "right to do work") as
of the
<br>
moment of opening of the Bulletin Board and/or the opening of
the
<br>
Marketplace.
<br>
<br>
4. As the event progresses, authorization dynamics are in play.
These
<br>
"informal authorization" dynamics occur continuously throughout
the day
<br>
in real time, moment by moment. Those who experience net
increases in
<br>
levels of informal authorization as of the end of the meeting
have
<br>
membership in the "emergent leadership" group.
<br>
<br>
I am very interested in what experienced folks think about the
validity
<br>
of the assertion in (3) above.
<br>
<br>
Ex the Facilitator, does everyone else actually have 100%
equivalent
<br>
authorization in an OST meeting? Why or why not?
<br>
Is this 100% equivalence of authorization actually a
key/defining
<br>
characteristic of any genuine and authentic Open Space event?
<br>
<br>
Thanks for any insight you may be able to provide, and
<br>
<br>
Kind Regards,
<br>
Daniel
<br>
<br>
--
<br>
<br>
Daniel Mezick, President
<br>
<br>
New Technology Solutions Inc.
<br>
<br>
(203) 915 7248 (cell)
<br>
<br>
Bio <a class="moz-txt-link-rfc2396E" href="http://newtechusa.net/dan-mezick/"><http://newtechusa.net/dan-mezick/></a>. Blog
<br>
<a class="moz-txt-link-rfc2396E" href="http://newtechusa.net/blog/"><http://newtechusa.net/blog/></a>. Twitter
<a class="moz-txt-link-rfc2396E" href="http://twitter.com/#%21/danmezick/"><http://twitter.com/#%21/danmezick/></a>.
<br>
<br>
Examine my new book:The Culture Game
<br>
<a class="moz-txt-link-rfc2396E" href="http://newtechusa.net/about/the-culture-game-book/"><http://newtechusa.net/about/the-culture-game-book/></a>:
Tools for the
<br>
Agile Manager.
<br>
<br>
Explore Agile Team Training
<br>
<a class="moz-txt-link-rfc2396E" href="http://newtechusa.net/services/agile-scrum-training/"><http://newtechusa.net/services/agile-scrum-training/></a> and
Coaching.
<br>
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<br>
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<br>
<br>
<br>
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</blockquote>
<br>
</blockquote>
<br>
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<p class="p1">Daniel Mezick, President</p>
<p class="p1">New Technology Solutions Inc.</p>
<p class="p1">(203) 915 7248 (cell)</p>
<p class="p2"><span class="s1"><a
href="http://newtechusa.net/dan-mezick/">Bio</a></span><span
class="s2">. <a href="http://newtechusa.net/blog/"><span
class="s1">Blog</span></a>. <a
href="http://twitter.com/#%21/danmezick/"><span class="s1">Twitter</span></a>.<span
class="Apple-converted-space"> </span></span></p>
<p class="p3"><span class="s2">Examine my new book:<span
class="Apple-converted-space"> </span><a
href="http://newtechusa.net/about/the-culture-game-book/"><span
class="s1">The Culture Game </span></a></span><span
class="s1">: Tools for the Agile Manager</span><span
class="s2">.</span></p>
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href="http://newtechusa.net/services/agile-scrum-training/"><span
class="s3">Training</span></a> and <a
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