<div dir="ltr"><big>Daniel said: </big><div><big><br></big></div><div><big>"<strong>NOTE</strong>: Attempting to use invitation (and specifically the inviting Open Space meeting format) to <em>persuade</em>,<em>convince</em>, or otherwise <em>influence anyone to do anything in an Agile adoption without their explicit consent</em> is<em><strong>not</strong></em> in alignment with the spirit, purposes and intent of the OpenSpace Agility technique.</big><br style="font-size:12.8px"><span style="font-size:12.8px">Source link: </span><a href="http://openspaceagility.com/about/" target="_blank" style="font-size:12.8px">http://openspaceagility.com/about/</a><br><div><br></div><div><br></div><div>is your original posting about authority not saying that this statement applies to everyone in the organization, from the shop floor to the c-suite? we can't change any system without the consent of those in the system. </div><div><br></div><div>in business organizations, if we want to change things at a high, strategic sort of level, the people who are currently authorized and active in making such decisions need to be included and wanting this to happen. same as if we are working with a group of kids in a school, or any other system. the only difference across the many systems we can work in is how authority is established, more and less formally. </div><div><br></div><div>opening space recognizes that many kinds of authority are claimed and/or conveyed in any system, even a corporate one everyone is responsible for their own learning and contribution at whatever level they are. this is why it matters that everyone is *invited* and can choose to participate. in any system, we need to be aware of the various formal, skill and trust networks, and leaders of those networks, that exist and make sure they are invited. we need to match that with the kinds of change that might be invited, as well. </div><div><br></div><div>i'm reminded of the 35 young people (12-22 yr olds) in racine wisconsin who gathered in open space for an afternoon, turned their gathering into a series of gatherings, eventually going out and inviting "adults" they thought they needed to get their work done, like building a skateboard park in the lakefront park (where the formal, business authorities had already decided they should not be). yes, it's a community example, but there were powerful corporate and political authorities aligned against them. there were clear authorities who could block or approve what was done on public lakefront property. </div><div><br></div><div>it seems important to look for all the different kinds of authority, from active formal to latent informal, or even emergent, and then start *somewhere.* start anywhere we can. make whatever change is possible in the largest circle we can gather. then let that circle invite up and down and out from itself. it's great and convenient when we get to start with the formal top, but even that is not any guarantee of meaningful change. in the end it's gonna take everyone to change the whole enterprise and the circles that form are always a subset of some larger system. </div><div><br></div><div>IF you narrow the work to being about making formal change in the whole enterprise, then yes, you've pretty much required that formal chief leader(s) with formal authority for making whole-enterprise decisions need to be supporting. even then, it may be that the way those leaders "come around" is by seeing some smaller scale results invited somewhere formally "below" them, but practically ahead of them. </div><div><br></div><div>mh</div><div><br></div><div><br></div><div><br></div><div><br></div><div><br></div><div><br></div><div><br></div></div></div><div class="gmail_extra"><br clear="all"><div><div class="gmail_signature"><div dir="ltr"><div><div dir="ltr"><div><div dir="ltr"><div> <br>--<br><br>Michael Herman<br>Michael Herman Associates</div><div><span style="font-size:12.8px">312-280-7838 (mobile)</span><br style="font-size:12.8px"></div><div><span style="font-size:12.8px"><br></span></div><div><a href="http://MichaelHerman.com" target="_blank">http://MichaelHerman.com</a><br><a href="http://OpenSpaceWorld.org" target="_blank">http://OpenSpaceWorld.org</a></div><div><br><br></div></div></div></div></div></div></div></div>
<br><div class="gmail_quote">On Mon, Nov 30, 2015 at 10:39 AM, Daniel Mezick via OSList <span dir="ltr"><<a href="mailto:oslist@lists.openspacetech.org" target="_blank">oslist@lists.openspacetech.org</a>></span> wrote:<br><blockquote class="gmail_quote" style="margin:0 0 0 .8ex;border-left:1px #ccc solid;padding-left:1ex">
<div bgcolor="#FFFFFF" text="#000000">
I think it is important for all to understand that the open-source
OpenSpace Agility template contains the explicit unilateral
statement of spirit, purpose and intent... and a protective warning:<br>
<br>
<big>"<strong>NOTE</strong>: Attempting to use invitation (and
specifically the inviting Open Space meeting format) to <em>persuade</em>,
<em>convince</em>, or otherwise <em>influence anyone to do
anything in an Agile adoption without their explicit consent</em>
is <em><strong>not</strong></em> in alignment with the spirit,
purposes and intent of the OpenSpace Agility technique.</big><br>
Source link: <a href="http://openspaceagility.com/about/" target="_blank">http://openspaceagility.com/about/</a><div><div class="h5"><br>
<br>
<br>
<br>
<div>On 11/30/15 11:35 AM, Daniel Mezick via
OSList wrote:<br>
</div>
<blockquote type="cite">
<br>
<br>
<div>On 11/30/15 10:17 AM, Blundell, Keith
via OSList wrote:<br>
</div>
<blockquote type="cite">
<div dir="ltr">Dear All,
<div><br>
</div>
<div>Trying to promote OS within a business world I find this
discussion interesting</div>
<div><br>
</div>
<div>I can see that formally authorising the event as Daniel
points out brings with it a commitment to make something
happen afterwards.</div>
<div><br>
</div>
<div>What I have always struggled with is that if a meeting is
booked by someone in authority then the likelihood is that
the invitees will turn up. So the invite is not a invite -
it is seen as "a meeting I need to go to". </div>
</div>
</blockquote>
Wait. Stop right there. Now, they MAY show up our of an implied
sense of "or else" obligation-- REGARDLESS of how inviting the
invitation is from authority. They may show up "popping popcorn"
to watch "the movie" and not participate. Or they may simply show
up for no reason at all. All of which is welcome. Because once
that genie (the "jin") is out of the bottle...<br>
<br>
<blockquote type="cite">
<div dir="ltr">
<div>No bad thing in itself I suppose, but I want the
attendees to have a passion about the theme, that "whoever
comes are the right people". Arguably having got them in the
room, then passions maybe stirred but.... In some meetings
I have observed that there is good attendance, but many turn
up because they are curious, and then drift away.<br>
</div>
</div>
</blockquote>
Yea. And that is exactly how we like, the dispassionate and the
not-responsible, vacating. Who's left in the room?<br>
<blockquote type="cite">
<div dir="ltr">
<div><br>
</div>
<div class="gmail_extra">In the end does it matter? Am I
being to pedantic in my thinking? Given "Whatever happens"
and the law of two feet, should I be concerned?</div>
<div class="gmail_extra"><br>
</div>
<div class="gmail_extra">What do others think?</div>
</div>
</blockquote>
Yes. I notice that often, when we are debating this, or that,
others have successfully completed 4 or 5 experiments. They are
now in possession of valuable and validate learning, while we are
in possession of our opinions. <br>
<br>
I notice that opinions are very plentiful, perhaps because they
are cheap to produce? Not sure.<br>
<br>
I must say, I am greatly enjoying the experiment of this post.
Your reply is very energizing<br>
<blockquote type="cite">
<div dir="ltr">
<div class="gmail_extra"><br>
</div>
<div class="gmail_extra">Keith.<br clear="all">
<div>
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<div class="gmail_quote">On 30 November 2015 at 14:24, Rosa
Zubizarreta via OSList <span dir="ltr"><<a href="mailto:oslist@lists.openspacetech.org" target="_blank"></a><a href="mailto:oslist@lists.openspacetech.org" target="_blank">oslist@lists.openspacetech.org</a>></span>
wrote:<br>
<blockquote class="gmail_quote" style="margin:0 0 0 .8ex;border-left:1px #ccc solid;padding-left:1ex">
<div dir="ltr">
<div>
<div>Hi Daniel, congratulations on an amazing piece!<br>
<br>
</div>
As you mention, "authority" is a very loaded
subject...<br>
<br>
</div>
<div>My understanding is that the group relations
perspective, holds (along with Koos!) that as
adults, the ultimate authority for anything
ultimately comes from ourselves. WE are the ones who
"authorize" formal authorities -- without our own
willingness to continue to authorize them, their
authority would disappear. Is that your
understanding, as well?<br>
<br>
</div>
<div>AND... as you point out, things are a bit more
complex than that!<br>
<br>
</div>
<div>For one thing... as children... we were all
helpless to one degree or another, and so I would
hesitate to say that we were 'authorizing' our
parents or whatever crazyness was happening in our
families of origin... <br>
<br>
</div>
<div>then, as adults... our feelings of helplessness
often get triggered by our dysfunctional economic
systems... for example, in a situation where jobs
are few and far between, someone might well feel
quite insulted at being told that they are
"authorizing" their boss who happens to be a bully.
The person who is being bullied, may not be in a
position where they have an easy option of changing
jobs... <br>
<br>
</div>
<div>(A side note... one fascinating piece of work in
this regard, is Michael Lerner's book "Surplus
Powerlessness"... in it, he lays out the perspective
that by promoting the "American dream" ideology of
"everyone can achieve anything they want", and
concurrently systematically ignoring all of the many
real constraints to our freedom, we contribute to
creating a culture where people end up blaming
themselves for not achieving their dreams -- and
thus, end up feeling MORE powerless, than if we were
to acknowledge the real constraints and focused on
the small-yet-ever-present "windows of
possibility"...)<br>
<br>
</div>
<div>Anyway, I would say that yes, as adults, we are
the ones who authorize any authorities, including
both the informal authorities as well as the formal
authorities. To whatever degree that we are
uncomfortable with our own authority, we are
participating in the creation of a leaderless world,
to our own and others' detriment -- since too many
people in positions of formal authority are not, in
fact, leaders; and to whatever degree they <i>are</i>
leading, they are NOT leading us toward a world that
works for all.<br>
<br>
Conversely, to the degree that we become more
comfortable with our own authority, we are
contributing to a more leaderful world....<br>
</div>
<div>and of course, OST is a wonderful way to bring
out the leader in each person, as it encourages each
of us, to be the author of our own experience.<br>
<br>
</div>
<div>with all best wishes,<br>
<br>
</div>
<div>Rosa<br>
</div>
<div><br>
</div>
</div>
<div class="gmail_extra"><br clear="all">
<div>
<div>
<div dir="ltr">
<div>
<div dir="ltr">
<div>
<div dir="ltr">
<div>
<div dir="ltr"><span>
<div>
<div dir="ltr">
<div>
<div dir="ltr">
<p style="margin-bottom:12.0pt"><span style="font-family:arial,helvetica,sans-serif"><b><i>Rosa Zubizarreta</i></b></span></p>
<span style="font-family:arial,helvetica,sans-serif">
</span>
<p><span style="font-family:arial,helvetica,sans-serif"><i>meet
me at my <a href="http://diapraxis.com" target="_blank"><span style="color:blue">DiaPraxis
website</span></a>
<br>
and on my <a href="https://rosaz.wordpress.com/" target="_blank"><span style="color:blue">Listening
Arts
blog</span></a></i></span></p>
<span style="font-family:arial,helvetica,sans-serif">
</span>
<p><span style="font-family:arial,helvetica,sans-serif"> </span></p>
</div>
</div>
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</div>
</span><span><span></span></span></div>
</div>
</div>
</div>
</div>
</div>
</div>
</div>
</div>
<br>
<div class="gmail_quote">On Mon, Nov 30, 2015 at 7:05
AM, Daniel Mezick via OSList <span dir="ltr"><<a href="mailto:oslist@lists.openspacetech.org" target="_blank"></a><a href="mailto:oslist@lists.openspacetech.org" target="_blank">oslist@lists.openspacetech.org</a>></span>
wrote:<br>
<blockquote class="gmail_quote" style="margin:0 0 0 .8ex;border-left:1px #ccc solid;padding-left:1ex">
<div bgcolor="#FFFFFF" text="#000000"> Hi Michael,<br>
<br>
Thank you for your reply. Regarding
"unauthorized" or not formally-authorized OST in
organizations, remember, I am framing the
discussion inside the wider context of a typical
business corporation, one trying to improve by
considering some changes. I am not talking about
any other context. OST is often used for Agile
retrospectives for example. I am not talking
about that.<br>
<br>
So the context for discussion I am suggesting is
the context of a typical business corporation,
one trying to improve by considering some
enterprise-wide (or division-wide) changes. A
wide-scope change.<br>
<br>
Typically, these changes are a "push from
authority" without respect to what the people
who do the work want, think or feel. Many Agile
frameworks (most notably "SAFe") are implemented
in this way. As push. <br>
<br>
Open Space offers a refreshing alternative to
mandates, "push", and formally authorized
coercion. Or so it seems. Since most formally
authorized leaders cannot commit to the
so-called "risk of Open Space," the wide-scope
OST usually (almost) never happens. Meanwhile,
everybody knows the issues and that they might
never see the light of day in any kind of
formally authorized way. <br>
<br>
Now, getting back your comment, yes: anyone can
hold an Open Space event at any time, about any
thing, for any reason. At issue is what happens
next. Perhaps a group can meet to discuss HOW to
get some attention to key issues from formally
authorized leaders. Etc. As you yourself say,
"folks knew full well that formal authorization
was needed and had figured out ways addressing
that need."<br>
<br>
What I'm really, really interested in is
deconstructing OST in authority terms, and
advancing that know-how, so that it can be
reduced to explicit knowledge that others can
access quickly in service to...progress. That
essay is my naive attempt to actually begin the
process.<span><font color="#888888"><br>
<br>
<br>
Daniel <br>
</font></span>
<div>
<div> <br>
<br>
<br>
<br>
<br>
<br>
<br>
<br>
<div>On 11/30/15 6:26 AM, Michael M Pannwitz
wrote:<br>
</div>
<blockquote type="cite">Dear Daniel, <br>
<br>
somehow, I dont see what has happened in
almost all os gatherings I have
facilitated: people deciding to act and
actually going ahead with it after the
gathering not being formally authorized. <br>
As this happened regularly I wondered how
those self-authorized activities fared or
got along with formal authorization.
Eventually, I found out that folks knew
full well that formal authorization was
needed and had figured out ways addressing
that need. <br>
<br>
I wondered about Beth. Did she and her
group simply suggested something formal
authority should do or was she and others
involved in implementing the stuff they
were interested in? <br>
<br>
Invariably, I as facilitator would
intervene with some off-handed remark
about "suggestions" or "recommendations"
or what xyz should do pointing out that
there is nothing wrong with that but ....
<br>
<br>
cheers <br>
mmp <br>
<br>
On 30.11.2015 12:15, Daniel Mezick via
OSList wrote: <br>
<blockquote type="cite">Hi Koos, <br>
<br>
Thanks for your comment on personal
passion. There's this very <br>
interesting paper on the various
authority types (informal, formal, <br>
personal) which is pretty good, I am
including it here if you want to <br>
check it out. <br>
<br>
I hear you when you say "I can initiate
that process of authorizing <br>
myself by taking responsibility for my
passion." This is exactly what we <br>
hope will happen inside
company-sponsored OST events. <br>
<br>
Within the context of Open Space held in
an organization that wants to <br>
explore an enterprise-wide change, we
can expect the following to be <br>
true, if the event is to work well: <br>
<br>
1. Formally Authorized Leader. A person
formally and highly authorized <br>
by the organization sends an invite with
a theme. This "formally <br>
authorizes" the time and space for the
gathering. <br>
<br>
2. Proceedings and Intent to Act- with
Inclusion. That same person <br>
welcomes everyone on event-day, and at
the opening, encourages the <br>
generation of proceedings, and signals
that those proceedings will be <br>
inspected and acted upon, not just by
the formally authorized leaders <br>
(the so-called "higher ups") but also
with the new and emerging leaders <br>
who have identified themselves during
the event ("be prepared to be <br>
surprised.") In other words, the people
present are being invited to <br>
have their say, document it, and expect
that these issues are going be <br>
input into a formally authorized and
inclusive process of deciding, <br>
acting, and improving things. <br>
<br>
<br>
Now, absent these two facts, how
"important" is the OST event? How much <br>
"action" can ensue? <br>
<br>
1. Formally Authorized Leader. No
formally authorized leader issuing the <br>
invite? Or someone /without enough
authorization to matter?/ The signal <br>
is clear: this theme (and this event) is
/not important/ to the people <br>
who make the decisions. <br>
<br>
2. Proceedings and Intent to Act- with
Inclusion. Since no one in the <br>
room has enough formal authority to
implement plans suggested in the <br>
proceedings, we can reasonably expect
nothing whatsoever to ensue in <br>
formal terms after the meeting. This,
because people who /could/ do <br>
something about it (those formally
authorized by the organization) "do <br>
not care." <br>
<br>
So- the highly authorized Sponsor (or
Host) is essential. Otherwise, in <br>
authority terms, the OST event and what
happens there just doesn't <br>
matter from an organizational point of
view. It cannot have much of an <br>
impact. <br>
<br>
Much ado about nothing? <br>
<br>
<br>
<br>
Here's that paper I mentioned earlier: <br>
<a href="https://www.it.uu.se/edu/course/homepage/projektDV/ht09/BART_Green_Molenkamp.pdf" target="_blank">https://www.it.uu.se/edu/course/homepage/projektDV/ht09/BART_Green_Molenkamp.pdf</a>
<br>
<br>
<br>
<br>
I notice that most people prefer to
avoid discussing authority. Since <br>
our families are the first place where
we encounter this concept and <br>
develop our relationship with it,
perhaps it is true that discussing <br>
authority can be very triggering. Thanks
for sticking your neck out and <br>
I certainly hope to hear back from you
and others on this thread. <br>
<br>
Daniel <br>
<br>
On 11/30/15 12:57 AM, Koos de Heer
wrote: <br>
<blockquote type="cite"> <br>
Hi Daniel, <br>
<br>
<br>
Thank you for an interesting line of
thought. What I am thinking is <br>
that there is also the aspect of a
person standing up and speaking for <br>
a passion that they have (be it in the
form of raising a topic or just <br>
speaking in a break out session) and
in that way claiming authority. <br>
In your essay, authority seems to
always come from someone else. And <br>
of course authority only is there when
others believe it to be there. <br>
But the initiative to bestow authority
on me does not always come from <br>
others. I can also initiate that
process of authorizing myself by <br>
taking responsibility for my passion.
<br>
<br>
Koos <br>
<br>
*Van:*OSList [<a href="mailto:oslist-bounces@lists.openspacetech.org" target="_blank"></a><a href="mailto:oslist-bounces@lists.openspacetech.org" target="_blank">mailto:oslist-bounces@lists.openspacetech.org</a>]
*Namens <br>
*Daniel Mezick via OSList <br>
*V**erzonden:*maandag 30 november 2015
0:13 <br>
*Aan:* <a href="mailto:oslist@lists.openspacetech.org" target="_blank">oslist@lists.openspacetech.org</a>
<br>
*Onderwerp:* [OSList] What's authority
got to do with Open Space ? <br>
<br>
What's authority got to do with Open
Space ? Apparently nothing at <br>
all, at least on the surface... <br>
<br>
Wait. Once we peek under the surface,
what do we actually find? <br>
<br>
This completely heretical essay
attempts to answer at least part of <br>
that question. <br>
<br>
The context is the use of Open Space
in a large business enterprise, <br>
convened with intent to explore the
potential for making a very big, <br>
very complex enterprise-wide change. <br>
<br>
{Please note, the word "authority"
might trigger feelings of: <br>
/soul-sucking bureaucracy/, unfair and
/_illegitimate leadership <br>
hierarchy_/, and the like. Some
"triggered" readers may want to <br>
opt-out of continuing at this time...)
<br>
<br>
Authority Distribution in Open Space:
<br>
<a href="http://newtechusa.net/agile/authority-distribution-in-open-space/" target="_blank">http://newtechusa.net/agile/authority-distribution-in-open-space/</a>
<br>
Open Space is a most interesting
format for "gathering,", also known <br>
as "meeting." <br>
<br>
What exactly is going on in Open
Space? <br>
<br>
<br>
<br>
-- <br>
Daniel Mezick <br>
Culture Strategist. Author. Keynoter.
<br>
<a href="tel:%28203%29%20915%207248" value="+12039157248" target="_blank">(203)
915 7248</a>. Bio. <a href="http://www.DanielMezick.com/" target="_blank"></a><a href="http://www.DanielMezick.com/" target="_blank"><http://www.DanielMezick.com/></a>
Blog. <br>
<a href="http://www.NewTechUSA.net/blog/" target="_blank"><http://www.NewTechUSA.net/blog/></a>
Twitter. <br>
<a href="https://twitter.com/DanielMezick" target="_blank"><https://twitter.com/DanielMezick></a>
<br>
Book: The Culture Game. <a href="http://theculturegame.com/" target="_blank"></a><a href="http://theculturegame.com/" target="_blank"><http://theculturegame.com/></a>
<br>
Book: The OpenSpace Agility Handbook.
<br>
<a href="http://www.amazon.com/OpenSpace-Agility-Handbook-Daniel-Mezick/dp/0984875336" target="_blank"><http://www.amazon.com/OpenSpace-Agility-Handbook-Daniel-Mezick/dp/0984875336></a>
<br>
<br>
<br>
</blockquote>
<br>
-- <br>
Daniel Mezick <br>
Culture Strategist. Author. Keynoter. <br>
<a href="tel:%28203%29%20915%207248" value="+12039157248" target="_blank">(203)
915 7248</a>. Bio. <a href="http://www.DanielMezick.com/" target="_blank"></a><a href="http://www.DanielMezick.com/" target="_blank"><http://www.DanielMezick.com/></a>
Blog. <br>
<a href="http://www.NewTechUSA.net/blog/" target="_blank"><http://www.NewTechUSA.net/blog/></a>
Twitter. <br>
<a href="https://twitter.com/DanielMezick" target="_blank"><https://twitter.com/DanielMezick></a>
<br>
Book: The Culture Game. <a href="http://theculturegame.com/" target="_blank"></a><a href="http://theculturegame.com/" target="_blank"><http://theculturegame.com/></a>
<br>
Book: The OpenSpace Agility Handbook. <br>
<a href="http://www.amazon.com/OpenSpace-Agility-Handbook-Daniel-Mezick/dp/0984875336" target="_blank"><http://www.amazon.com/OpenSpace-Agility-Handbook-Daniel-Mezick/dp/0984875336></a>
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<div>
<div>-- <br>
Daniel Mezick<br>
Culture Strategist. Author. Keynoter.<br>
</div>
</div>
<span><a href="tel:%28203%29%20915%207248" value="+12039157248" target="_blank">(203)
915 7248</a>. <a href="http://www.DanielMezick.com/" target="_blank"> Bio.</a> <a href="http://www.NewTechUSA.net/blog/" target="_blank">Blog.</a> <a href="https://twitter.com/DanielMezick" target="_blank">Twitter.</a> <br>
Book: <a href="http://theculturegame.com/" target="_blank">The Culture Game.</a> <br>
</span><span> Book: <a href="http://www.amazon.com/OpenSpace-Agility-Handbook-Daniel-Mezick/dp/0984875336" target="_blank">The OpenSpace Agility
Handbook.</a> <br>
</span></div>
</div>
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</blockquote>
<br>
<div>-- <br>
Daniel Mezick<br>
Culture Strategist. Author. Keynoter.<br>
<a href="tel:%28203%29%20915%207248" value="+12039157248" target="_blank">(203) 915 7248</a>. <a href="http://www.DanielMezick.com/" target="_blank"> Bio.</a> <a href="http://www.NewTechUSA.net/blog/" target="_blank">Blog.</a>
<a href="https://twitter.com/DanielMezick" target="_blank">Twitter.</a> <br>
Book: <a href="http://theculturegame.com/" target="_blank">The Culture Game.</a> <br>
Book: <a href="http://www.amazon.com/OpenSpace-Agility-Handbook-Daniel-Mezick/dp/0984875336" target="_blank">The
OpenSpace Agility Handbook.</a> <br>
</div>
<br>
<fieldset></fieldset>
<br>
<pre>_______________________________________________
OSList mailing list
To post send emails to <a href="mailto:OSList@lists.openspacetech.org" target="_blank">OSList@lists.openspacetech.org</a>
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Past archives can be viewed here: <a href="http://www.mail-archive.com/oslist@lists.openspacetech.org" target="_blank">http://www.mail-archive.com/oslist@lists.openspacetech.org</a></pre>
</blockquote>
<br>
<div>-- <br>
Daniel Mezick<br>
Culture Strategist. Author. Keynoter.<br>
<a href="tel:%28203%29%20915%207248" value="+12039157248" target="_blank">(203) 915 7248</a>.
<a href="http://www.DanielMezick.com/" target="_blank"> Bio.</a>
<a href="http://www.NewTechUSA.net/blog/" target="_blank">Blog.</a>
<a href="https://twitter.com/DanielMezick" target="_blank">Twitter.</a>
<br>
Book: <a href="http://theculturegame.com/" target="_blank">The Culture Game.</a>
<br>
Book: <a href="http://www.amazon.com/OpenSpace-Agility-Handbook-Daniel-Mezick/dp/0984875336" target="_blank">The
OpenSpace Agility Handbook.</a>
<br>
</div>
</div></div></div>
<br>_______________________________________________<br>
OSList mailing list<br>
To post send emails to <a href="mailto:OSList@lists.openspacetech.org">OSList@lists.openspacetech.org</a><br>
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