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Harrison, thanks for your reply and your perceptions. I'm starting
to believe English is woefully lacking with respect to describing
Open Space dynamics, with any kind of clarity.<br>
<br>
<div class="moz-cite-prefix">On 3/31/14 10:51 AM, Harrison Owen
wrote:<br>
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<p class="MsoNormal"><span
style="font-size:11.0pt;font-family:"Calibri","sans-serif";color:#1F497D">Dan
– I think I see the source of your dilemma (stuckness).
“Equivalence of authorization” (or non-equivalence) is a
valid consideration in the traditional organization,
characterized by pre-determined hierarchy, authority,
control, and all the rest. The situation in Open Space is of
a radically different sort – where those words and concepts
simply don’t apply. Sort of like arguing for the
presence/absence of 4 footed creatures in the world of
centipedes. I can understand how you would start down this
path if you were trying to “explain” the experience of Open
Space (self organization) to the Traditional Folks, or even
more difficult, rationalize the use of Open Space in a
traditional model. Apples and oranges, oil and water, cats
and dogs ...I think. Which is why I have just given up
trying to explain it...Just do it.<o:p></o:p></span></p>
<p class="MsoNormal"><span
style="font-size:11.0pt;font-family:"Calibri","sans-serif";color:#1F497D"><o:p> </o:p></span></p>
<p class="MsoNormal"><span
style="font-size:11.0pt;font-family:"Calibri","sans-serif";color:#1F497D">Well,
of course, I do fabricate a bit... and you might
legitimately point to the several books I have written,
which do sound something like an explanation. Guilty as
charged, but with extenuating circumstances, I think. It is
true I do try to describe/explain Open Space, but always in
a particular context – the world of self organizing systems.
I have never tried to justify or rationalize Open Space in
the “standard” world view. Which truth be told, I find
rather delusional, but don’t tell a soul. The reason is very
simple; I really couldn’t do it. And in fact I don’t think
anybody can... And when they make the effort, they usually
find themselves stuck. Sound familiar? Of course there is
another alternative. Simply cut Open Space down to a size
that will fit – View it (OS) as just one more tool for the
tool box, and you can usually get by. For a while, at least.<o:p></o:p></span></p>
<p class="MsoNormal"><span
style="font-size:11.0pt;font-family:"Calibri","sans-serif";color:#1F497D"><o:p> </o:p></span></p>
<p class="MsoNormal"><span
style="font-size:11.0pt;font-family:"Calibri","sans-serif";color:#1F497D">Harrison
<o:p></o:p></span></p>
<p class="MsoNormal"><span
style="font-size:11.0pt;font-family:"Calibri","sans-serif";color:#1F497D"><o:p> </o:p></span></p>
<div>
<p class="MsoNormal"><span
style="font-size:11.0pt;font-family:"Calibri","sans-serif";color:#1F497D">Harrison
Owen<o:p></o:p></span></p>
<p class="MsoNormal"><span
style="font-size:11.0pt;font-family:"Calibri","sans-serif";color:#1F497D">7808
River Falls Dr.<o:p></o:p></span></p>
<p class="MsoNormal"><span
style="font-size:11.0pt;font-family:"Calibri","sans-serif";color:#1F497D">Potomac,
MD 20854<o:p></o:p></span></p>
<p class="MsoNormal"><span
style="font-size:11.0pt;font-family:"Calibri","sans-serif";color:#1F497D">USA<o:p></o:p></span></p>
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<p class="MsoNormal"><span
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301-365-2093<o:p></o:p></span></p>
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207-763-3261<o:p></o:p></span></p>
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(Personal Website)<o:p></o:p></span></p>
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<p class="MsoNormal"><b><span
style="font-size:10.0pt;font-family:"Tahoma","sans-serif";color:windowtext">From:</span></b><span
style="font-size:10.0pt;font-family:"Tahoma","sans-serif";color:windowtext">
<a class="moz-txt-link-abbreviated" href="mailto:oslist-bounces@lists.openspacetech.org">oslist-bounces@lists.openspacetech.org</a>
[<a class="moz-txt-link-freetext" href="mailto:oslist-bounces@lists.openspacetech.org">mailto:oslist-bounces@lists.openspacetech.org</a>] <b>On
Behalf Of </b>Daniel Mezick<br>
<b>Sent:</b> Monday, March 31, 2014 10:06 AM<br>
<b>To:</b> <a class="moz-txt-link-abbreviated" href="mailto:oslist@lists.openspacetech.org">oslist@lists.openspacetech.org</a><br>
<b>Subject:</b> Re: [OSList] Open Space and Authority<o:p></o:p></span></p>
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<p class="MsoNormal"><o:p> </o:p></p>
<p class="MsoNormal" style="margin-bottom:12.0pt">This is very
helpful for helping me understand your thinking. Thanks for
sending the rich detail and disclosure.<br>
<br>
I am stuck. I continue to hold the belief that (quoting myself
here...)<br>
<br>
"Everyone...Sponsor included, has 100% equivalent
authorization (100% equivalent "right to do work" in the Open
Space) as of the moment of opening of the Bulletin Board
and/or the opening of the Marketplace."<br>
<br>
I wonder: if this is NOT actually true, how can the space be
said to be truly open? I wonder who has more "right to do
work" than anyone else... as of the opening of the Bulletin
Board, and/or the opening of the Marketplace, in an Open Space
meeting. <br>
<br>
Maybe there is no equivalence of authorization whatsoever in
Open Space, and I am simply barking up the wrong tree.<br>
<br>
Daniel<br>
<br>
<br>
<o:p></o:p></p>
<div>
<p class="MsoNormal">On 3/31/14 9:41 AM, Michael M Pannwitz
wrote:<o:p></o:p></p>
</div>
<blockquote style="margin-top:5.0pt;margin-bottom:5.0pt">
<p class="MsoNormal">Dear Dan, <br>
as mostly, there is none or very little detailed thinking
behind me expressing the idea, that authority does not
disappear just because an os-event is taking place, and
there is no levelling of authority, which I assume you
meant, when using the expression "equal standing". <br>
<br>
This is all observation and experience, data I have taken
in. In my world, thats pretty important and utterly valid
even if the stuff I observe might be seen completely
different by other observers. <br>
<br>
Looking at myself, I have lots of authority of the kind that
sort of oozes out of me when standing in a circle, looking
every one in the eye, even if there are thousands and asking
them to look around, at the person to the right and to the
left of them, behind them, at the other side of the circcle,
all the time slowly walking around the circle... after I
have done that twice everyone is smiling, looking, focusing
on each other away from me... and then my authority shifts
as I say nothing about open space but talk about the facts
of life (the principles) etc... and later I move in the
authority of invisibilty and presence... <br>
<br>
I am not sure what happens to the participants but I have no
data that would indicate them reaching equal standing as far
as authority is concerned or that others will ignore the
different kinds and levels of authority that is associated
with others representing those, regardless of whether just
assumed or in fact fact. <br>
<br>
There have been experiential settings in which I have
participated, such as the desert game where the folks
claiming to be authorities on how to survive in a desert
lead the group to certain death, or Tavistock Laboratories
where participants, me included, even though we had all the
space and freedom we wanted to take, used their various
authorities in intricate manners to re-create exactly the
kinds of organisational strutures they came from. So,
authorities are simply a fact of life, more or less useful,
especially if adaptable in the face of surprises. <br>
<br>
What I do find very interesting, is your quest investigating
<br>
my thinking! I have pretty much given up investigating my
own thinking, let alone that of others. Seems to me that the
only thing that works for my passion to have the forces of
selforganisation do their thing (expanding time and space,
if that is at all possible) is to concentrate on the things
I can somehow control: set up a circle of chairs, etc. <br>
<br>
Have a great day <br>
mmp <br>
<br>
On 30.03.2014 16:17, Daniel Mezick wrote: <br>
<br>
<o:p></o:p></p>
<p class="MsoNormal">Michael, <br>
<br>
I am asking for help. May I investigate your thinking? <br>
"...there is no such thing as an equal standing in authority
terms." <br>
Will you expose your detailed thinking behind your
expression of this <br>
one idea? <br>
<br>
<br>
<br>
<br>
<br>
On 3/30/14 8:34 AM, Michael M Pannwitz wrote: <br>
<br>
<o:p></o:p></p>
<p class="MsoNormal">Dear Dan and everyone, <br>
here are some bits from my experience: <br>
<br>
---When I get a call or an email from someone asking me to
facilitate <br>
an ost-event I tell them to please arrange a "contact"
meeting that <br>
needs to be attended also by the person that will have the
authority <br>
to say yes or no at the end (usually the person that would
pay my <br>
fee). The purpose of the contact meeting is for the sponsor
to find <br>
out, whether the prerequisites for an OST event are
sufficiently in <br>
place. This meeting takes 60 to 90 minutes, no fee charged.
<br>
This process has nothing to do with OST, its simply what is
needed for <br>
any kind of intervention of any kind of man-made
organisation that is <br>
embarking on such a venture. <br>
<br>
---Participants in an OST event do not leave the authority
bestowed on <br>
them in the wardrobe, there is no such thing as an equal
standing in <br>
authority terms. What does happen is that folks differently
bestowed <br>
with authority will, in contrast to what they usually do,
follow more <br>
freely their "passion and responsibility" which, it seems,
in some way <br>
increases their non-bestowed authority... the expanded space
for the <br>
forces of selforganisation, the real motor in an OST event,
seems to <br>
have this effect. Everyone, all participants, fully well
know the <br>
limitations that they will have to deal with "back in the
asylum" when <br>
they follow their passion... and very often they are
amazingly elegant <br>
and cunning in seeing their project through (responsible).
That is why <br>
I encourage the folks in charge not to make any kind of
promises <br>
regarding what they will do to encourage projects emerging
from the <br>
ost event. Participants will get the conditions in place to
see their <br>
projects through. <br>
<br>
---Yes, again my experience, coercion, control and such do
shut down <br>
open space, not completely though: I have seen the force in
a dormant <br>
stage and becoming quite alive when the conditions are right
<br>
(prerequisites in place)... isn't it our experience that big
CONTROL <br>
seems to shut down just about anything? In OST events I have
actually <br>
seen efforts of BiG control being met by counter-activity
(this is <br>
sometimes the effect of facilitator intervention when a
space-invader <br>
tries his stuff or, and even more effective, the "group"
grappling <br>
with space invasion/attempts at control... these
observations I have <br>
made when there is a really burning business issue and
absolutely <br>
nobody has the foggiest idea regarding the solution, least
the folks <br>
with "authority". <br>
<br>
I really impress myself with your passion, Daniel. Maybe
because I <br>
also have been trying to refine my understanding, find
precise <br>
language, get my hands onto, etc. what it is that happens in
os-events <br>
or even in os-organisations. In my os-facilitator-career, I
have <br>
increasingly given up trying to understand it and focus more
on what I <br>
see happening... which has increased my faible for stories.
By now, I <br>
know that stories are fact, right, my facts. <br>
<br>
Have a great Sunday, <br>
cheers <br>
mmp <br>
<br>
<br>
On 30.03.2014 13:45, Daniel Mezick wrote: <br>
<br>
<o:p></o:p></p>
<p class="MsoNormal">Hi Michael, Everyone, <br>
<br>
I'm sorry there are coercive mandates happening in Berlin,
and that you <br>
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 <br>
("sufficient+1") to be able to actually arrange, budget and
convene the <br>
meeting. And that the authority that the Sponsor holds is
conferred to <br>
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 <br>
intention and in fact the reality of OST is that everyone
has an equal <br>
standing in authority terms. At the start, no one person or
group has <br>
any more authorization to act than any other person,
regardless of their <br>
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 <br>
them. I believe mandates and other forms of coercion
strongly discourage <br>
self-organization by the imposition of external authority
over the <br>
person or group. Self-organization is impossible in
scenarios where <br>
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 <br>
authorized leadership imposes Agile practices on teams while
at the same <br>
time encouraging teams to "self-organize". I for one have
seldom if ever <br>
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 <br>
model of OST as it pertains to formal and informal
authority, in the <br>
Open Space. I'm trying to use more precise language to
explain what I <br>
think is going on in OST. In my view, the 1 Law and the 5
Principles <br>
make it clear everyone has equal informal authorization in
OST, <br>
regardless of their formal title. I some ways the formal
titles are <br>
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 <br>
belief is close to truth. <br>
<br>
Related Links: <br>
<a moz-do-not-send="true"
href="http://newtechusa.net/agile/authority-and-power/">http://newtechusa.net/agile/authority-and-power/</a>
<br>
<a moz-do-not-send="true"
href="http://newtechusa.net/agile/authority-explained/">http://newtechusa.net/agile/authority-explained/</a>
<br>
<br>
Regards, <br>
Daniel <br>
<br>
<br>
<br>
On 3/30/14 5:23 AM, Michael M Pannwitz wrote: <br>
<br>
<o:p></o:p></p>
<p class="MsoNormal">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 <br>
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 <br>
link <br>
<br>
<o:p></o:p></p>
<p class="MsoNormal"><a moz-do-not-send="true"
href="http://de.urbandictionary.com/define.php?term=Mandation">http://de.urbandictionary.com/define.php?term=Mandation</a>
<o:p></o:p></p>
<p class="MsoNormal"><br>
Or are these thoughts simply a manifestation of
"old-paradigm", <br>
remnants of the realm of control? <br>
<br>
Control? Wasn't that the effort to shut down
selforganisation towards <br>
zero? <br>
<br>
Heavy stuff for a sundrenched Sunday morning in Berlin where
I and the <br>
entire population (including dogs and cats and other pets
kept in <br>
human housing) are suffering from having been robbed of an
hours time <br>
by authorities that are mandated to do such stuff. <br>
<br>
Oh yes, before I forget, there was the notion that "passion
and <br>
responsibility" is all that is needed for "authorisation"
(with the <br>
nagging suspicion that folks driven by passion and
responsibility and <br>
even taking action under those influences walk through the
walls and <br>
obstacles set up by those authorized to raise them as if
they were <br>
thin air). <br>
<br>
Greetings from Berlin <br>
mmp <br>
<br>
<br>
On 29.03.2014 21:57, Daniel Mezick wrote: <br>
<br>
<o:p></o:p></p>
<p class="MsoNormal" style="margin-bottom:12.0pt">I am asking
for help. Will you help me clarify my thinking? <br>
<br>
I'm wondering if 100% equivalence in authorization for all <br>
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 <br>
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 <br>
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 <br>
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 moz-do-not-send="true"
href="http://newtechusa.net/dan-mezick/"><http://newtechusa.net/dan-mezick/></a>.
Blog <br>
<a moz-do-not-send="true" href="http://newtechusa.net/blog/"><http://newtechusa.net/blog/></a>.
Twitter <br>
<a moz-do-not-send="true"
href="http://twitter.com/#%21/danmezick/"><http://twitter.com/#%21/danmezick/></a>.
<br>
<br>
Examine my new book:The Culture Game <br>
<a moz-do-not-send="true"
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 moz-do-not-send="true"
href="http://newtechusa.net/services/agile-scrum-training/"><http://newtechusa.net/services/agile-scrum-training/></a>
and Coaching. <br>
<a moz-do-not-send="true"
href="http://newtechusa.net/services/agile-scrum-coaching/"><http://newtechusa.net/services/agile-scrum-coaching/></a>
<br>
<br>
Explore the Agile Boston <br>
<a moz-do-not-send="true"
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<br>
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<o:p></o:p></p>
<p class="MsoNormal"><o:p> </o:p></p>
<p class="MsoNormal" style="margin-bottom:12.0pt"><br>
-- <br>
<br>
Daniel Mezick, President <br>
<br>
New Technology Solutions Inc. <br>
<br>
(203) 915 7248 (cell) <br>
<br>
Bio <a moz-do-not-send="true"
href="http://newtechusa.net/dan-mezick/"><http://newtechusa.net/dan-mezick/></a>.
Blog <br>
<a moz-do-not-send="true" href="http://newtechusa.net/blog/"><http://newtechusa.net/blog/></a>.
Twitter <br>
<a moz-do-not-send="true"
href="http://twitter.com/#%21/danmezick/"><http://twitter.com/#%21/danmezick/></a>.
<br>
<br>
Examine my new book:The Culture Game <br>
<a moz-do-not-send="true"
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 moz-do-not-send="true"
href="http://newtechusa.net/services/agile-scrum-training/"><http://newtechusa.net/services/agile-scrum-training/></a>
and Coaching. <br>
<a moz-do-not-send="true"
href="http://newtechusa.net/services/agile-scrum-coaching/"><http://newtechusa.net/services/agile-scrum-coaching/></a>
<br>
<br>
Explore the Agile Boston <br>
<a moz-do-not-send="true"
href="http://newtechusa.net/user-groups/ma/"><http://newtechusa.net//user-groups/ma/></a>Community.
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<br>
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<p class="MsoNormal"><o:p> </o:p></p>
<p class="MsoNormal" style="margin-bottom:12.0pt"><br>
-- <br>
<br>
Daniel Mezick, President <br>
<br>
New Technology Solutions Inc. <br>
<br>
(203) 915 7248 (cell) <br>
<br>
Bio <a moz-do-not-send="true"
href="http://newtechusa.net/dan-mezick/"><http://newtechusa.net/dan-mezick/></a>.
Blog <br>
<a moz-do-not-send="true" href="http://newtechusa.net/blog/"><http://newtechusa.net/blog/></a>.
Twitter <a moz-do-not-send="true"
href="http://twitter.com/#%21/danmezick/"><http://twitter.com/#%21/danmezick/></a>.
<br>
<br>
Examine my new book:The Culture Game <br>
<a moz-do-not-send="true"
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 moz-do-not-send="true"
href="http://newtechusa.net/services/agile-scrum-training/"><http://newtechusa.net/services/agile-scrum-training/></a>
and Coaching. <br>
<a moz-do-not-send="true"
href="http://newtechusa.net/services/agile-scrum-coaching/"><http://newtechusa.net/services/agile-scrum-coaching/></a>
<br>
<br>
Explore the Agile Boston <a moz-do-not-send="true"
href="http://newtechusa.net/user-groups/ma/"><http://newtechusa.net//user-groups/ma/></a>Community.
<br>
<br>
<br>
<br>
_______________________________________________ <br>
OSList mailing list <br>
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<o:p></o:p></p>
<p class="MsoNormal"><o:p> </o:p></p>
</blockquote>
<p class="MsoNormal"><o:p> </o:p></p>
<div>
<p class="MsoNormal">-- <br>
<br>
<o:p></o:p></p>
<p class="p1">Daniel Mezick, President<o:p></o:p></p>
<p class="p1">New Technology Solutions Inc.<o:p></o:p></p>
<p class="p1">(203) 915 7248 (cell)<o:p></o:p></p>
<p class="p2"><span class="s1"><a moz-do-not-send="true"
href="http://newtechusa.net/dan-mezick/">Bio</a></span><span
class="s2">. <a moz-do-not-send="true"
href="http://newtechusa.net/blog/"><span class="s1">Blog</span></a>.
<a moz-do-not-send="true"
href="http://twitter.com/#%21/danmezick/"><span
class="s1">Twitter</span></a>.</span><span
class="apple-converted-space"><span style="color:black"> </span></span><o:p></o:p></p>
<p class="p3"><span class="s2">Examine my new book:</span><span
class="apple-converted-space"><span style="color:black">
</span></span><span class="s2"><a moz-do-not-send="true"
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><o:p></o:p></p>
<p class="p1">Explore Agile Team <a moz-do-not-send="true"
href="http://newtechusa.net/services/agile-scrum-training/"><span
class="s3">Training</span></a> and <a
moz-do-not-send="true"
href="http://newtechusa.net/services/agile-scrum-coaching/"><span
class="s3">Coaching.</span></a><o:p></o:p></p>
<p class="p1">Explore the <a moz-do-not-send="true"
href="http://newtechusa.net/user-groups/ma/"><span
class="s3">Agile Boston </span></a>Community.<span
class="apple-converted-space"> </span><o:p></o:p></p>
</div>
</div>
<br>
<fieldset class="mimeAttachmentHeader"></fieldset>
<br>
<pre wrap="">_______________________________________________
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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>
<p class="p1">Explore Agile Team <a
href="http://newtechusa.net/services/agile-scrum-training/"><span
class="s3">Training</span></a> and <a
href="http://newtechusa.net/services/agile-scrum-coaching/"><span
class="s3">Coaching.</span></a></p>
<p class="p1">Explore the <a
href="http://newtechusa.net//user-groups/ma/"><span class="s3">Agile
Boston </span></a>Community.<span
class="Apple-converted-space"> </span></p>
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