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Greetings,<br>
<br>
Many of you know me because of OpenSpace Agility, or "OSA"
(<a class="moz-txt-link-freetext" href="http://www.OpenSpaceAgility.com">http://www.OpenSpaceAgility.com</a>.)<br>
<br>
Some time ago we had a discussion up here about it. The specific
aspect of OSA we discussed was the fixed scheduling of Open Sapce
events about 6 months apart, for example during January (after the
holidays) and June (before the vacation season.)<br>
<br>
I asked others with way more experience about this. Anne Stadler's
SPIRITED WORK was cited as an example of a recurring-annually event
that just kind of matured and was finished after a while. Harrison
pointed out that a real issue is needed for a good OST event, and
that issues do not tend to observe any kind of schedule. Others also
had good stories and well-reasoned arguments, all of which
convinced me at the time that a regular schedule was a suboptimal
idea. <br>
<br>
That was maybe 1 year ago or thereabouts.<br>
<br>
After working with Open Space in organizations doing Agile for the
past year or so, I realize some things:<br>
<br>
1. Most organizations have issues that close space all the time. The
way authority is distributed and handled, various outdated
departments that have become sources of authority and are therefore
had to remove (for example the Project Management Organization or
"PMO".) Add to this policies that support what used to work and
what's not working now, for example annual "performance reviews" and
the like. Closed space, as it were. Closed space is very plentiful,
and grows back quickly unless something is intentionally done about
it. <br>
<br>
2. Typical orgs almost ALWAYS seem to have an issue of burning
importance that everyone cares about, if high-performance (also
known as "continuous improvement") is the aim and objective. <br>
<br>
3. My current belief is that the people in the org will self-manage
and self-organize around the knowledge that an OST is coming in "not
less than 6 months." Once they experience OST (assuming formally
authorized leaders play the game all the way) then they learn to
anticipate the events and bring a rich set of topics of burning
importance to the goal of high-performance.<br>
<br>
4. Plus all the other good reasons we have already discussed: <br>
<br>
<ul>
<li>The event serves as a kind of initiation for new hires, part
of the culture.</li>
<li>There is a good chance that regular OST events can become part
of the culture, and not depend on any one heroic/charismatic
leader. </li>
<li>The fact the event is coming means that everyone knows they
will get a shot at bringing up some very awkward topics that
need to be addressed</li>
<li>Periodic events tend to encourage the spirit of open space in
between the actual events <br>
</li>
</ul>
<br>
<br>
In general I think that, in typical organizations, there is no lack
of supply of [burning issues of importance to the entire group with
a time frame for action of "yesterday."] Quite the opposite: there
is no end to the issues that need to be dealt with in explicit
terms.<br>
<br>
And so for these reasons I have changed my mind about this. Back. <br>
<br>
I think typical orgs getting started with OST need to do it
periodically, at least once a year. Twice a year is better as far as
I can tell. <br>
<br>
<br>
What I am seeing when OST events are scheduled (before they actually
have theme) is the following: this again assumes that formally
authorized leaders are playing the OST game well; that is, playing
their Host or Sponsor role well....<br>
<br>
1. Issues of critical important do pile up, quite naturally<br>
2. The theme for the next event becomes quite obvious, even
painfully so<br>
3. Anticipation by the org begins about 1/2 way to the next event
(about 3 months prior, in this case) <br>
4. There is no lack of energy for more OST in typical organizations<br>
<br>
So for example, consider Zappos, considered a "progressive"
organization. They do nothing like this at all. No Open Space. They
are not even using Open Space as part of their program to encourage
self-organization and self-management at scale. They are actually
the poster child for what I am talking about: space is closing all
the time in typical organizations. <br>
<br>
And so now my current belief is that typical organizations DO
actually need recurring OST events. At least for a couple years,
after which the program of 4 events (or so) can be inspected.
Because, truth be told, the natural thing to do is to close up
space. <br>
<br>
And a periodic OST event directly addresses this very, very common
pattern.<br>
<br>
Daniel <br>
<br>
203 915 7248<br>
<a class="moz-txt-link-freetext" href="http://www.Prime-OS.com">http://www.Prime-OS.com</a><br>
<a class="moz-txt-link-freetext" href="http://www.OpenSpaceAgility.com">http://www.OpenSpaceAgility.com</a><br>
<a class="moz-txt-link-freetext" href="http://www.DanielMezick.com">http://www.DanielMezick.com</a><br>
<br>
<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>
<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
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Boston </span></a>Community.<span
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