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Karl Royle
<div>Head of Enterprise and Commercial Development<br>
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<div>Faculty of Education Health and Wellbeing</div>
<div>University of Wolverhampton </div>
<div>01902323006</div>
<div>07815416698</div>
<div>@karlroyle. On Twitter</div>
<div>Karlr61 Skype </div>
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On 21 Jun 2019, at 12:26, Daniel Mezick via OSList <<a href="mailto:oslist@lists.openspacetech.org">oslist@lists.openspacetech.org</a>> wrote:<br>
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<div dir="ltr">Almost any approach that is less than genuinely inviting is not engaging, and employee engagement is essential. So, there is that<br class="">
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<b class="">Daniel Mezick</b><br class="">
Phone: 203 915 7248<br class="">
Bio & Contact Info: <a href="https://url6.mailanyone.net/v1/?m=1heHc5-00034X-3G&i=57e1b682&c=6ke1gb0gpc94K8iyZtJ3qMYJ8T-3yrdQ1JNFp_rhTcbaRuIyUz_w5dFsfkmF4VgYcnUCa4h8_dJZnPnJKKdJjMTvQ0HVhCLg6xwbzZbheqa4J1BNDIbGJNL8oRi4w-X7YDnyuZGzY7lsHhFpOozzFicuD9VySnpu9V0BgfAM4DmRORd8HeP1Ahan_ECV-SBvy9ig0t1Wnso1CYEL8oM2bihBhj8hLB86wIwnyr8p5eI" style="font-weight: normal;" class="">http://www.DanielMezick.com</a><br class="">
Latest Book: <a href="https://url6.mailanyone.net/v1/?m=1heHc5-00034X-3G&i=57e1b682&c=zqXqeuiy4qRkmGvZIADQ3GNfwCLrnO_mxZbkLm5iyzg007YS08kYP85QYtWutD07ymvAaB7MeV_OxvWA-7_ASHpLu-eehcCK2ifF1evrJjHQQQiUbT4Z1xrpmski2CU7B71n8TAxvCapHhmQM5Rb87Zy_PgSzssGWb7spbnTgfL38dqK_tbsrClbTVq8qEwEnh2HyDqU_4SsO4fLNu5LkvafIPl7DWRWltRN2_yLLBg" style="font-weight: normal;" class="">http://www.InvitingLeadership.com</a></div>
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Business Agility Leadership event May 14-15 Boston: </div>
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Open Leadership Symposium</a></div>
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<div class="">On Jun 21, 2019, at 6:48 AM, Royle, Karl via OSList <<a href="mailto:oslist@lists.openspacetech.org" class="">oslist@lists.openspacetech.org</a>> wrote:</div>
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Hi Daniel,<o:p class=""></o:p></div>
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So a bureaucratic corporate adoption doesnât work or is it the one size fits all mentality?<o:p class=""></o:p></div>
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Nice twitter feed on this too<span class="Apple-converted-space"> </span><span style="font-family: "Apple Color Emoji";" class="">âș</span><span class="Apple-converted-space"> </span>about OS practicesâŠand Agile.<o:p class=""></o:p></div>
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Thanks<o:p class=""></o:p></div>
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Best Karl<o:p class=""></o:p></div>
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<b class=""><span style="font-size: 12pt;" class="">From:<span class="Apple-converted-space"> </span></span></b><span style="font-size: 12pt;" class="">OSList <<a href="mailto:oslist-bounces@lists.openspacetech.org" class="">oslist-bounces@lists.openspacetech.org</a>>
on behalf of Daniel Mezick via OSList <<a href="mailto:oslist@lists.openspacetech.org" class="">oslist@lists.openspacetech.org</a>><br class="">
<b class="">Reply-To:<span class="Apple-converted-space"> </span></b>World wide Open Space Technology email list <<a href="mailto:oslist@lists.openspacetech.org" class="">oslist@lists.openspacetech.org</a>><br class="">
<b class="">Date:<span class="Apple-converted-space"> </span></b>Friday, 21 June 2019 at 11:39<br class="">
<b class="">To:<span class="Apple-converted-space"> </span></b>World wide Open Space Technology email list <<a href="mailto:oslist@lists.openspacetech.org" class="">oslist@lists.openspacetech.org</a>><br class="">
<b class="">Cc:<span class="Apple-converted-space"> </span></b>Daniel Mezick <<a href="mailto:dan@newtechusa.net" class="">dan@newtechusa.net</a>><br class="">
<b class="">Subject:<span class="Apple-converted-space"> </span></b>Re: [OSList] Orgs that Failed to Implement Self-Organization?<o:p class=""></o:p></span></div>
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I'm glad you find it useful, interesting etc. <o:p class=""></o:p></div>
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Every day worldwide, "Agile" is forced. All in the name of self-management and so on. You can imagine the results, and the harm to people. Here is one of the stories: <o:p class=""></o:p></div>
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<a href="https://url6.mailanyone.net/v1/?m=1heGwm-000BU8-6K&i=57e1b682&c=4793mN6cDHGOThgJW-o2AKAhb7Wrj0oYHqlDs0ENKbm7-Vg7Ph2DWDiCv43kIfumS4OPpAoQ5wdrhH5fgSPf8rIpDl598jgcvwXEH_I37uDXbYXRyJKYQ8EXyAjEjIUj8dQv38ygjrWf-UYJz86toRKwK77Q5TfVkkzM4klC87bUtzYyDQTCAq8l5CFGIhISTKSml7BvPXm5xvH3PUXRELaJ_q91829TcIfI3xj21iFCdDIKknfQrqQNiSKhZEE4eyGeISCrny1KVcQbjOxQMwlDHQ-16PsZNjPJIpsLoUmT-D4eyE2wrFuM787Kv5PE" style="color: purple; text-decoration: underline;" class="">https://web.archive.org/web/20190313181520/https://thetech.com/2016/02/11/istfeature-v136-n3</a><o:p class=""></o:p></div>
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IS&T is attempting to apply the agile approach to the entire organization. âAgile organizations,â Charles wrote in a February email, âneed empowered leadership at the individual and team levels â that means less management and more fluidity.â<o:p class=""></o:p></div>
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The sweeping transformation that is currently underway at MITâs Information Systems and Technology office is one that is unprecedented in its scope and backlash from employees. <o:p class=""></o:p></div>
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This has resulted in roughly 20 percent of nearly 300 staff members leaving since February, instead of the average 8 or 9 percent annual turnover. The reorganization stands out in several ways. Many longtime employees have resigned â by the estimate of a former
employee, Laura Baldwin â89, more than 700 years of experience have been lost from people parting ways. A number of those employees have been MIT alumni.<o:p class=""></o:p></div>
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See also:<span class="Apple-converted-space"> </span><a href="https://twitter.com/DanielMezick/status/880124938467913729" style="color: purple; text-decoration: underline;" class="">https://twitter.com/DanielMezick/status/880124938467913729</a><o:p class=""></o:p></div>
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<b class=""><span style="font-size: 13.5pt; font-family: Helvetica;" class="">Daniel Mezick</span></b><span style="font-size: 13.5pt; font-family: Helvetica;" class=""><br class="">
Phone: 203 915 7248<br class="">
Bio & Contact Info: <a href="https://url6.mailanyone.net/v1/?m=1heGwm-000BU8-6K&i=57e1b682&c=Pd-YtLjPz9cQZkFTharjczq2xA0zEPXdoEzltSBIe1XPNMT0jmUXe2MFID0Gmhel2ypy1ixr32X_AjZ7r1sB-D6Awg7R-zRbWYr5z3G3osBD43ICgLjKOor8h-u3FaKkOdAdKoaNkxCiPAOA6how6arY8f_I1OU8pTUe4PixD0qNZ4HiYv7SvmMfIq-YaY5tI_O-kTJeDPL-lR5zowSzp4I9UHv9sPTOJ_Bnxm3Pg94" style="color: purple; text-decoration: underline;" class="">http://www.DanielMezick.com</a><br class="">
Latest Book: <a href="https://url6.mailanyone.net/v1/?m=1heGwm-000BU8-6K&i=57e1b682&c=eLcPhtbT48nsMwgx_ad7Yt43m-Upj9pH1pZMV0M-n5Og8W7zikHLhVxqQjOsF97lOOq02Mdyluyw_6by5jL8mn6OnAu2OU5MSrM4_Jzi6V6HvMspW34PhT5CCGW-jDcSu0-atuWmA9wItLZ04CY90P6Vx8-S_Olr-SOhTZmGLyQq5xtzPJYxQiFFQV8rsnUZQWEG3qRqVWPPehd2LRRc6FVxxUBnwgDMBKpQjzL-FnM" style="color: purple; text-decoration: underline;" class="">http://www.InvitingLeadership.com</a><o:p class=""></o:p></span></div>
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<span style="font-size: 13.5pt; font-family: Helvetica;" class="">Business Agility Leadership event May 14-15 Boston: <o:p class=""></o:p></span></div>
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<span style="font-size: 13.5pt; font-family: Helvetica;" class=""><a href="https://url6.mailanyone.net/v1/?m=1heGwm-000BU8-6K&i=57e1b682&c=j-6_UlIc00Q_hGgt1vcT8Hj-EfZkQ59hNAIAGuyNV2fV0ujnA3idpzxFc2zOUpTqmrG496ThfYc3VttFILkqlSiQf-TZ_hqWN9fuq6mfVuFQIycyPMAM92ORSCR2ZUHfl_0zZfXJk_Ci0tjdykwf-MZ1leTFqGqMvBOzqKIRmuEbQMzEvqM_kZTSHflGTpGH-yUvwnGywqkknbN91pzgH6teqpca-EtX5Pe-TF6BtWg" style="color: purple; text-decoration: underline;" class="">The
Open Leadership Symposium</a><o:p class=""></o:p></span></div>
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On Jun 21, 2019, at 6:28 AM, Royle, Karl via OSList <<a href="mailto:oslist@lists.openspacetech.org" style="color: purple; text-decoration: underline;" class="">oslist@lists.openspacetech.org</a>> wrote:<o:p class=""></o:p></div>
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Thanks for sharing this, having just read holocracy... itâs good to know that these things always need adaption to cultures... <o:p class=""></o:p></div>
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The point about power and mandating is also very interesting.<o:p class=""></o:p></div>
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Best Karl <o:p class=""></o:p></p>
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Sent by iPhone<o:p class=""></o:p></div>
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Karl Royle<span class="Apple-converted-space"> </span><o:p class=""></o:p></div>
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Head of Enterprise and Commercial Development<o:p class=""></o:p></div>
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@karlroyle. On Twitter<o:p class=""></o:p></div>
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On 21 Jun 2019, at 11:09, Daniel Mezick via OSList <<a href="mailto:oslist@lists.openspacetech.org" style="color: purple; text-decoration: underline;" class="">oslist@lists.openspacetech.org</a>> wrote:<o:p class=""></o:p>
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Hi Jake,<span class="Apple-converted-space"> </span><o:p class=""></o:p></div>
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There are many failed examples of "mandated self organization." You can imagine the success rate of such an approach.<o:p class=""></o:p></div>
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Now, the Agile industry is pretty good at selling this "mandated self organization" stuff. But I'm getting ahead of the story...<o:p class=""></o:p></div>
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Most of the failure stories do not make it out into the wild. But the insiders do whisper about them. To friends and colleagues. In dinner discussions at conferences. And so on...<o:p class=""></o:p></div>
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The Mandate of Holacracy at Zappos<o:p class=""></o:p></div>
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In 2013-14, Zappos mandated a way of working called 'holacracy.' The idea was, I think, to encourage more self-organization. More good outcomes. I'm sure the intentions were good at the time... <o:p class=""></o:p></div>
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But there were big problems by late 2013. <o:p class=""></o:p></div>
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By 2014, the "mandate of holacracy for self-organization at Zappos" was in big trouble, even as the press was celebrating 'holacracy' at Zappos as the future of work, the shining example, the path forward in the new world of work.<o:p class=""></o:p></div>
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But there were big problems. Lots of resistance. I heard the whispers through a friend on the inside, a person with access to the CEO.<o:p class=""></o:p></div>
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Through that friend, I quietly offered some help (I had some consulting work inside the org previously,) and in Las Vegas a lunch meeting was arranged with the CEO.<o:p class=""></o:p></div>
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I flew out there. I showed up with a file folder with some Open Space stuff inside. We ate tacos. <o:p class=""></o:p></div>
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I talked to Tony, the CEO, and briefly explained OST. I took a few questions. We had a nice lunch. <o:p class=""></o:p></div>
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The result was that, a couple weeks later, Tony did experiment with a very brief OST of 2 hours at a Zappos all-hands meeting. No burning issue. No proceedings, etc. <o:p class=""></o:p></div>
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That was it. No further follow-through. No follow-up calls. <o:p class=""></o:p></div>
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I did not chase the CEO. But after a few more weeks of silence, I did write this: <o:p class=""></o:p></div>
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The Mandate of Holacracy at Zappos<o:p class=""></o:p></div>
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<a href="https://url6.mailanyone.net/v1/?m=1heGwm-000BU8-6K&i=57e1b682&c=tftEYJuKtnIkXUcvwNXMMKij7hGbl2I-pYJ1BcGXhM0QSYnYjrrFlfzcpldzF_sHGJGpmIb1tnRCj-nrV3a689ZkXzw5saHULVPXXlr3aamX4x8GkGkxcE3rx7BdfHhpctU64FVFPUqgDNcVjvb0270MHNzMNPZg5n8jaOqMVbwSPxZaUHvrgdkOLJAW-iWbyxvDND80CteGDN0sysxhfOfIkM4NMR5Tj4-6KfzaVUIw-UfRELC4sxzEFg7kd5FXZlAnbNrHy8hJckTy3GHTvKWKnBKhQr3fvNX1e7CWvw9FfcQ8NTcIOb1iboAACmJmaVub-AycrC0UFYg97LP1ObW33EXCcmZkyP2LG8sLboCywNcvhdSqZreiGh0d083jDzvPiO-bRDBfO_DHg_9TFrPirQ8VZGMWqEsxKIIS9jvgaon_epLmS4pB800W678BP9iogLpsmw-z99arQa3anSSUiHdTwJ--GBHZhhzwl7guSTxuTF-QRmlJ9eECDkn_KsbDzgynNVEBHeFSw8ZrKZ2O2rnUk6UCDn4BddTLWWLOQQtzASoRFOZrOpoYSSIoN465JDp4GI_3punehFAeBsXwkFQFQDf38N5rlal2ZQhFVGr0BSoGUDOKJV569fSlQa86SU4G5yk7hMR2v1CLmw" style="color: purple; text-decoration: underline;" class="">https://newtechusa.net/the-mandate-of-holacracy-at-zappos/</a><o:p class=""></o:p></div>
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I<span style="font-size: 12pt; font-family: "Helvetica Neue"; color: rgb(51, 51, 51);" class="">n case you have not heard, Zappos is rolling out a defined authority distribution scheme called âholacracyâ.</span><o:p class=""></o:p></div>
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<span style="font-size: 12pt; font-family: "Helvetica Neue"; color: rgb(51, 51, 51);" class="">The way everyone works will change. Every single employee will be forced to comply with a set of rules they had no part in creating.<o:p class=""></o:p></span></p>
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At the time, the press was celebrating 'holacracy' at Zappos as the future of work, the shining example, the path forward in the new world of work.<o:p class=""></o:p></div>
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Everyone in the press was applauding and citing what was going on at Zappos as "the future of work."<o:p class=""></o:p></div>
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But there was A LOT of resistance to the mandate of 'holacracy' inside Zappos. All of that resistance might have been easily processed positively in Open Space, but the CEO did not select that option. <o:p class=""></o:p></div>
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Instead, he issued this ultimatum:<o:p class=""></o:p></div>
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ADOPT HOLACRACY OR LEAVE: <o:p class=""></o:p></div>
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<a href="https://url6.mailanyone.net/v1/?m=1heGwm-000BU8-6K&i=57e1b682&c=odu9Vf8hhI_Cnc5HmkGm6DAi7mJbC5EzuSwkS7E1931jsH2i1ergvRUfb_arHKmpwgYdEHp5O1T8-VAhS2lfU1jntWYHpXQouGywYuK22Q36R3lFFhOsNkNv634CQdjy_jyqgsie8h73H_tiRdAUJVMaNMZ-lfViByJDavtKBT6fgOx1Rjq39DRYGSxRVub5bRX3wAjVsIiHHjJ937TkM51D7gBaxeYB3rWsxjPKtWjf-jPZ4PUUsBdaQZAkDc2vJ7XUR62-NoWMFaA39pnwZMnaTnbmGT4KrsMLgiyFyzoBsbBrMPO5DmflNYzoLn-YQe7K0n5RQx0hPq8zyQSKAyPVECAP_GgkHC8sMpjsRa9bOz-JLv4ux2oiWcXiITx4m8nHrq4fK0uAzYhcG1Ngenhy9ZVVf-gDRZoIbyz9VQc_bGTNdSqZbSFh3axL_B4bqnSz1YCrjxjo92k0rVRgOCfDwccb773tzRi7ee-nEqSpt6LrQhlnHq7aUH-lsKrbA3h3e6XYbninlALUWpneaXDJBEC6PMAGa45blPVsbaz61AMQJsEyGQ_Q4wlhX15QnFpgGFBDFKZY9uioyl5nv6mgO3iCoHb1Vl76rEIjiahpi6deUFONfpEOlqgobe3jOUA6NkKhMVtCeeXnbIr2BFHpQh5RiLMsbLeXn8n6n4U" style="color: purple; text-decoration: underline;" class="">https://www.fastcompany.com/3044417/zappos-ceo-tony-hsieh-adopt-holacracy-or-leave</a><o:p class=""></o:p></div>
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<span style="font-size: 14.5pt; font-family: Arial, sans-serif; letter-spacing: 0.15pt;" class="">Last week, Zappos CEO Tony Hsieh sent his employees the following memo, provided to <em class=""><span style="font-family: Arial, sans-serif;" class="">Fast Company</span></em> by
Zappos. In it he offers his employees an ultimatum: adopt Holacracy or quit.</span><o:p class=""></o:p></div>
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<span style="font-size: 14.5pt; font-family: Arial, sans-serif; letter-spacing: 0.15pt;" class="">Moral of Story: "Mandating self-organization" is misguided at best, and profoundly harmful and deeply disrespectful to people at worst. And: </span><o:p class=""></o:p></div>
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<span style="font-size: 14.5pt; font-family: Arial, sans-serif; letter-spacing: 0.15pt;" class="">1. All systems are open</span><o:p class=""></o:p></div>
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<span style="font-size: 14.5pt; font-family: Arial, sans-serif; letter-spacing: 0.15pt;" class="">2. All systems are self-organizing</span><o:p class=""></o:p></div>
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<span style="font-size: 14.5pt; font-family: Arial, sans-serif; letter-spacing: 0.15pt;" class="">3. Open Space can help</span><o:p class=""></o:p></div>
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I hope this story helps you Jake. This Google search leads to these listings if you want to examine the story in detail: <o:p class=""></o:p></div>
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<a href="https://url6.mailanyone.net/v1/?m=1heGwm-000BU8-6K&i=57e1b682&c=absDoMeGYnyyyL3dBp9M1rj1SGSgHHbMQtPvHJOSJOb6hAumTvpEwEDNMDdkvMhZE9VAhXGMH5A8MK8s4nUHqDwVlu8kqzMS63dXZXIEPsxy03QVb5p3PXLLRtlPuWGwREg94JGJ8nt4eAo6NlvlG4j3U72inz22JN7IV1dtlnCIi0RQ4V3ieSIFnK0UkIf4B4xJnvieyKi3v3mN2MThdQlNdhIOfu7JqnOx4isEhDzNQvri1XagdZOS6FPwZY_8FqQHXHzPpNtWi97I2SXJnXyfJtG5NZx_xce-RcTSn1naQ-rzIqA7xiunaSgCuiZnsKyRW0uHps-cWUTRE1-9M_Pl-cYiioH263eVBDuFwzO38bEWoYb41JyOPArjlFYNN8S9BbwS8QidCbFHiBh9tAef67udz0Iq2CrnhPMXRB4d_wBX8-2No9sjaxX5FBVUNEEKr-_T9-GaTgbHU0hvFYsDeUtKipJjSIX55c1inzlKTIVYrLjlOjbtAAPS5Ju2_EF72D6y1yEW8kGV13Rz-m18F7r2PS75VufHIQlekS1tlst7uaYH14_8gENg8Zof8BXL4dnm89qsLauwE-cng6lSabqnRpkYcqR7pygSshBGrfQ6mDTVmxZ-bMhVCtGIgpOJ7ev0n1zhema0Px0KGKEQcvTlCGlKflP_Krsa4ZE" style="color: purple; text-decoration: underline;" class="">https://www.google.com/search?source=hp&ei=FqsMXdKZIoLktQXAzoOQBQ&q=holacracy+failure</a><o:p class=""></o:p></div>
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<b class=""><span style="font-size: 13.5pt; font-family: Helvetica;" class="">Daniel Mezick</span></b><span style="font-size: 13.5pt; font-family: Helvetica;" class=""><br class="">
Phone: 203 915 7248<br class="">
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Latest Book: <a href="https://url6.mailanyone.net/v1/?m=1heGwm-000BU8-6K&i=57e1b682&c=uAYNVK8so8WVv41EuYG5nf8Q-OAFNGOCw8zNh5TUtFU2kYXygFDwIY7BYfuTxjLEFAbuneMul0cLXv_93CzMcshPs-FH_lyqYHT9E9-7mhp7ol0gICdO2N3yO6KHjIDJIRKb3ZW0mz_0fnYptjjt0PsoSiHos-mR-YLapFhImqmf6VMtYK4KjfVGJuGq54VFQc0H21QZFhtXigPD8f3WkAWiVUM5pwUZ33N7Oz6O6on99zHRFUpG3EQ8Eaw-5GMoqLoA554G5OC0UDCYHXi2IUHZp7SU1ZSa8h7FsHJUTX5erirU_jIcWSbxyrddp_Hf1YY-GRpkmJbFM3CZFMAS-IyikaVNLDshjRmPUQ0eb-Uj-m3Ic6LpF2RRTZEDg0bjdE_tuCOxXeya66U8E5ZIC3-5YU1bXOVctt8PTBJyIvYWRuCxoKDOT7k7khYmN87DiIByW_3H6X-QDsfRUfDrjd2jG5mX6vbP0pgZCjsK2OgG-QgKRJoblISbC4dMs_mUE4VdxvY-Wsy6AevfdSNHj6PCk_GPac6a_Q6OPPnwoYWcogIUBTmVIv1VHq_aScvcc8UpxBljDnlL0jSJRPnLBQ" style="color: purple; text-decoration: underline;" class="">http://www.InvitingLeadership.com</a><o:p class=""></o:p></span></div>
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<span style="font-size: 13.5pt; font-family: Helvetica;" class="">Business Agility Leadership event May 14-15 Boston: <o:p class=""></o:p></span></div>
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On Jun 21, 2019, at 3:53 AM, Michael M Pannwitz via OSList <<a href="mailto:oslist@lists.openspacetech.org" style="color: purple; text-decoration: underline;" class="">oslist@lists.openspacetech.org</a>> wrote:<o:p class=""></o:p></div>
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<span style="font-size: 13.5pt; font-family: Helvetica;" class="">Dear Jake and you others,<br class="">
<br class="">
I am intriguing myself with your quest for pitfalls in regard to "implement self-organization".<br class="">
If it is assumed that "self-organization" is inherent in all groups, organisations, systems and in all processes on this planet and in the universe and has been since the Big Bang, it would not be necessary to "implement self-organization".<br class="">
In fact, attempting to "implement self-organization" could in itself be the pitfall. This would jive with the notion that a sure fire way to impede self-organization is to mess with it (that is, control it).<br class="">
<br class="">
Picking up on what Rob just wrote<br class="">
"By definition self organisation occurs despite any efforts to make it happen."<br class="">
I suspect that<br class="">
"Self-organisation is hampered by efforts to make it happen."<br class="">
<br class="">
I also wonder if it would be helpful to distinguish between "self-organization" as we observe it everywhere around us (such as children self-organizing their game on a playground or a butterfly unfolding from a chrysalis or a break-out group in an os-event
self-organizing their activities) and the "force of selforganization".<br class="">
<br class="">
Assuming that the force of selforganzation is behind self-organization it might be useful to focus on the "factors" that would support an environment in which the force of selforganization can thrive, unfold...<br class="">
<br class="">
One of the stories we have is the development of OST itself. OST was dreamt up originally as a way to organize a conference in a few hours instead of a whole years work (a wonderful gift that was borne out of being bored with working hard). After it kept working
in various settings with a vast minimum of pre-implemented structure, no panels, no speakers, only one facilitator... his originator began wondering on why it was working.<br class="">
<br class="">
We know the rest of the story and have payed attention to the 5 or 6 or 7 prerequisites that now have been tested in thousands of events which need to be in place for the "force of selforganisation" to do its thing which we then perceive as "self-organization".<br class="">
<br class="">
Its simple but not easy.<br class="">
Is not facing that which seduces to twists, adulterations, creating surrogate cocktails...?<br class="">
<br class="">
Greetings from Berlin<br class="">
mmp<br class="">
<br class="">
<br class="">
<br class="">
<br class="">
Am 21.06.2019 um 04:04 schrieb Juliane Martina Roell (Structure & Process) via OSList:<br style="caret-color: rgb(0, 0, 0); font-variant-caps: normal; text-align: start; -webkit-text-stroke-width: 0px; word-spacing: 0px;" class="">
<br class="">
</span><o:p class=""></o:p></div>
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<span style="font-size: 13.5pt; font-family: Helvetica;" class="">Jake Yeager via OSList schrieb am 20.06.19 um 19:31:<br class="">
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<span style="font-size: 13.5pt; font-family: Helvetica;" class="">Hey everyone,<br class="">
<br class="">
Does anyone know of organizations that attempted to implement self-organization but failed? If so, do you know some of the factors that contributed to the failure? We hear about the successes, like Semco and AES, but rarely about the failures. I'd like to understand
better what the pitfalls are and also what the success rate is.<o:p class=""></o:p></span></div>
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<div style="margin: 0cm 0cm 0.0001pt; font-size: 11pt; font-family: Calibri, sans-serif;" class="">
<span style="font-size: 13.5pt; font-family: Helvetica;" class="">Hi Jake,<br class="">
what do you mean by "implement self-organization"?<br class="">
How would one go about doing that?<br class="">
Best Regards,<br class="">
Juliane.<o:p class=""></o:p></span></div>
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<span style="font-size: 13.5pt; font-family: Helvetica;" class=""><br class="">
--<span class="apple-converted-space"> </span><br class="">
Michael M Pannwitz<br class="">
Draisweg 1, 12209 Berlin, Germany<br class="">
++49 - 30-772 8000<br class="">
</span><a href="mailto:mmpannwitz@gmail.com" style="color: purple; text-decoration: underline;" class=""><span style="font-size: 13.5pt; font-family: Helvetica;" class="">mmpannwitz@gmail.com</span></a><span style="font-size: 13.5pt; font-family: Helvetica;" class=""><br class="">
<br class="">
<br class="">
Check out the Open Space World Map presently showing 484 resident Open Space Workers in 76 countries working in a total of 141 countries worldwide<br class="">
</span><a href="https://url6.mailanyone.net/v1/?m=1heGwm-000BU8-6K&i=57e1b682&c=MdUIz6HffJ6tTKJesSyla-FT9NE19cPaNTosiTU5tXgz-QPQuKff3ov5I3zszN1amL4bZG5wCY9EN8SJzlynE1zF4tSmMgJfrldHUSoFxFoQXEQS6W7MMKzqhfiPMHkAezQHZu8sLnAEcB06mk-c38M51jeXYFUxmSGM6iiQW_2y7_MxcJacqUtLfmS3zh2GX1z9b3jlRx57rb32uPdfLEwCRqo2Sqz5_gA_29peQCWOaQ5jzRrJM26lkoQPtFFH2AnguStkfY0EEvZLaQckwgSwc2e9FL2wUy4CsHGpT2QBVGewTQYrLHo-45gVDdt5lzKBgePRqijevmYVGXI4i2Cmi7MEfmgShyreMp8_Dlrx1GFeiUGZLuBe918EfOqDYvq2xM0IQhfr-HLPPlJoat5ZB1spYcKA0LA2Z10Njp5RoZPm1MNUmynYo42hR7dB_aqotZ2crGxZrEwPLs6D85bN6W78f-7huq9J5zsVLR1GKfl6vh2ZZM2oQjW772DqhPyhyBLIycI85LN5brH7VKAnqHEfG7JVhNBIAevA_c7LXQUh6QDf9nwlFIVPbMBG48nxxmIS2aCIk9h_TW1fCg" style="color: purple; text-decoration: underline;" class=""><span style="font-size: 13.5pt; font-family: Helvetica;" class="">www.openspaceworldmap.org</span></a><span style="font-size: 13.5pt; font-family: Helvetica;" class=""><br class="">
<br class="">
At my publisher you find books and task cards on open space, most in German, some in English, some as ebooks, some multilingual<br class="">
</span><a href="https://url6.mailanyone.net/v1/?m=1heGwm-000BU8-6K&i=57e1b682&c=SrIOh3xDesTssDLzYi7fCYe0WWzlvAforVdj83U3P0vqXszgXrmsBppG2g7pyGxT6vtpUoE1NYegrA0xXzcciZ-lSt9hSMOc5Gokm9f1wy90Cx7AYwv3JyB8D58iKePSoyPewfH5iK7UuEy7TI-Jro-WpwkBU5VJ8ir704Rf_nQ9EFWewF_XXAjrYPsy0lS29zjnEHDiVDvRTFgMvruBs_bI2i0pTI--UJhmu-bvJliBUd_lFQYHZbR97cUamShs32sCIRDHHNcklaZWB2vi88zeFzyYkRm_jz7zQuxQTAlSeV229MJvomL0mU-K6xv3iFAXqiEZ7GXlPDGFy_CHcVf9LngI9MUDjXb_nJHPHn92Xu6fEbrU8u9k59CdtTGcIXHDNBKskp_r2N3qYgG6aSBD1LXmXEW0ueHO6Iw7DC9Ie_FsHbt4BaT7lPFK-2DA6hCfEg8djIroP_cL3ohlANDkrsbdDq54sDdEhc7Eay72Qkp-AIh_3P_IyuMsKGthGWAcUvLp_IrggpA0VNC3-LslolhGoh_MSJ411BT5g2DEBqecSVs-06YRqv2SlxFn9QTeVAjtk7LvzSlq_6dFqkZxenQUFG4-UuWS9YcY6uc" style="color: purple; text-decoration: underline;" class=""><span style="font-size: 13.5pt; font-family: Helvetica;" class="">https://www.westkreuz-verlag.de/de/Kommunikation</span></a><span style="font-size: 13.5pt; font-family: Helvetica;" class=""><br class="">
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<div dir="ltr"><span>_______________________________________________</span><br>
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