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Peggy, <br>
<br>
Thanks for your reply. You hit all my favorite notes here....and now
you got me going. I'm being triggered! I'm spilling my beans...<br>
<br>
<br>
I currently believe that self-organization is actually the
high-frequency, dynamic sending and receiving of data about informal
authorization, by and between the members and the group. <i><br>
<br>
In other words, healthy self-organization in a human social system
is impossible without a continuous flow of 'authorization
transactions'.</i> And it's a almost totally informal (mostly
unconscious) process. <br>
<br>
Certain beliefs I have about the self-organization of Agile software
teams follows from this belief. For example, I currently believe
that when the authorization to make decisions lies outside the team,
that team will not self-organize to do healthy goal-seeking. Instead
they will now self-organize around avoiding pain. In this case,
there is little (if any) flow of authorization transactions by and
between the members. We can expect a zombie-like team. A team where
the spirit is 'down'.<br>
<br>
If on the other hand the authorization to make decisions lies inside
the team, we can expect the team to self-organize around work-based
goal-seeking. In this case, there is a continuous flow of
high-frequency of authorization transactions by and between the
members. We can expect a lively team. A team where the spirit it
"up".<br>
<br>
<br>
<br>
<div class="moz-cite-prefix">On 3/31/14 11:00 AM, Peggy Holman
wrote:<br>
</div>
<blockquote
cite="mid:36DDF179-9110-477F-A0FF-6BF5D13D017A@peggyholman.com"
type="cite">
<meta http-equiv="Content-Type" content="text/html;
charset=ISO-8859-1">
Dan,
<div><br>
</div>
<div>You ask great questions! </div>
<div><br>
</div>
<div>My take: like most of life, authorization is more nuanced
than your statement below.</div>
<div><br>
</div>
<div>Like you, I believe everyone has 100% equivalent
authorization AND they also carry the imprinting of habits,
context, self-talk, existing relationships, and more that
influence how they show up. Some will experience themselves as
having 100% authorization, some will test that assumption,
others will observe and reserve judgment, and every other flavor
in between. </div>
<div><br>
</div>
<div>I have observed that with repeated use, people seem to
experience an increasing sense of self-authorization. More take
responsibility for what they love not just in Open Space but in
life.</div>
<div><br>
</div>
<div>I know of no practice that lays the groundwork better for
increasing self-authorization in social systems.</div>
<div><br>
</div>
<div>from sunny (at last) Seattle,</div>
<div>Peggy</div>
<div><br>
</div>
<div><br>
</div>
<div><br>
</div>
<div><br>
</div>
<div><br>
</div>
<div><br>
</div>
<div><br>
</div>
<div><br>
</div>
<div><br>
<div apple-content-edited="true">
<div>_________________________________</div>
Peggy Holman<br>
Executive Director<br>
Journalism that Matters<br>
15347 SE 49th Place<br>
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<br>
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<br>
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<br>
<div>
<div>On Mar 31, 2014, at 7:06 AM, Daniel Mezick <<a
moz-do-not-send="true" href="mailto:dan@newtechusa.net">dan@newtechusa.net</a>>
wrote:</div>
<br class="Apple-interchange-newline">
<blockquote type="cite">
<meta content="text/html; charset=ISO-8859-1"
http-equiv="Content-Type">
<div text="#000000" bgcolor="#FFFFFF"> 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>
<br>
<div class="moz-cite-prefix">On 3/31/14 9:41 AM, Michael M
Pannwitz wrote:<br>
</div>
<blockquote cite="mid:5339709C.5080103@gmail.com"
type="cite">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>
<blockquote type="cite">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>
<blockquote type="cite">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>
<blockquote type="cite">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"
class="moz-txt-link-freetext"
href="http://newtechusa.net/agile/authority-and-power/">http://newtechusa.net/agile/authority-and-power/</a>
<br>
<a moz-do-not-send="true"
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>
On 3/30/14 5:23 AM, Michael M Pannwitz wrote: <br>
<blockquote 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 <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>
<blockquote type="cite"><a
moz-do-not-send="true"
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", <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>
<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 <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>
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href="http://newtechusa.net/dan-mezick/"><http://newtechusa.net/dan-mezick/></a>.
Blog <br>
<a moz-do-not-send="true"
class="moz-txt-link-rfc2396E"
href="http://newtechusa.net/blog/"><http://newtechusa.net/blog/></a>.
Twitter <a moz-do-not-send="true"
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 moz-do-not-send="true"
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 moz-do-not-send="true"
class="moz-txt-link-rfc2396E"
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"
class="moz-txt-link-rfc2396E"
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"
class="moz-txt-link-rfc2396E"
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="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 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
class="Apple-converted-space"> </span></span></p>
<p class="p3"><span class="s2">Examine my new book:<span
class="Apple-converted-space"> </span><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></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></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></p>
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<pre wrap="">_______________________________________________
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span.s1 {text-decoration: underline}
span.s2 {color: #000000}
span.s3 {text-decoration: underline ; color: #0000ee}
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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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