Thanks Paul! I would love to hear managers and “normal-workers-turned-managers” talk about their experiences and milestones in overcoming.
Kind regards, Thomas > On 21 Jul 2019, at 5.19, R Chaffe via OSList <oslist@lists.openspacetech.org> > wrote: > > Brigitte and Thomas, > In negotiations leading to the opening of space it is vital that the “givens” > or “boundaries” are defined based on the authority of the manager to set > things within their control/responsibility. Failing to do this results in a > disaster for all involved. > > The governance issues arise when people step outside their level or area of > responsibility and accountability. > > “We” do this all the time as we train our children to take responsibility for > getting tasks done. Toddlers “wash up” the wooden and plastic toys and step > by step they graduate to managing the fine Chrystal and Chinaware. > > Enterprises are the same they need to learn how to work with Open Space so > that at all times all the participants are aware of the level of > delegation/responsibility they have and are accountable for. It is a step > by step process not an event, it moves from a process to a “way of being” by > the way the outputs are implemented. > > When every person takes responsibility for their share of governance and > action then we have the whole organism working together for success. The > best part is that the “local networks” are primed to support collaboration > and synergy based on success for all. > > Regards > Rob > > On 21 Jul 2019, at 10:33 am, Birgitt Williams via OSList > <oslist@lists.openspacetech.org <mailto:oslist@lists.openspacetech.org>> > wrote: > >> Dear Thomas, >> Thank you for your thoughtful reply. >> >> You raised the following points/question and I am responding to this "One >> thing came to mind from a managers perspective. I think of a challenge >> regarding legal responsibility for the assets. If it’s my company, I take >> the risk by myself. If I am hired as manager for a company owned by someone >> else and thinking about self-management, I feel unsure about giving away >> decision-making power while remaining legally responsible. I would like to >> have the owners in on that conversation." >> >> Your concern about accountability for assets is similar to the dominant >> concern that comes up for senior leaders. It is always the senior leader >> that is held accountable for the performance of the organization and thus >> the concern raised is inclusive of the concern about assets...it is about >> the reality that their is personal accountability for performance. >> >> Following, I am writing as though we were having a conversation. I am not >> certain how this will come across in email format. I invite you to imagine >> that these are my replies within a conversation. >> >> The senior leader makes strategic choices, with or without the involvement >> of the owners of the company, or in the case of the non-profit, with or >> without the Board of Directors. If including the Board of Directors or >> owners, I suggest presenting this as a strategy that you are recommending to >> accomplish a particular business goal ie: increasing employee engagement, >> increasing the health and well being of the organization, or other. >> >> There is wisdom in keeping authority linked with responsibility and >> accountability. In my experience, when the question of sharing decision >> making comes up, it is helpful to consider this triumvirate of >> authority/responsibility/accountability including whether the authority and >> accountability can be linked appropriately with whoever already has >> responsibility for various aspects of the organization. It starts to make >> sense to distribute the authority and accountability to achieve alignment >> with responsibility. In our geographic area we have a wisdom that says 'it >> is a fools errand to take on responsibility if you don't have the authority >> to go with it to get the job done'. >> >> Okay, if we are this far along in the discussion and the thinking/reflecting >> about this topic, you may be saying "Birgitt, I get all of that. Yet i still >> feel nervous about sharing the decision making and what we have discussed >> doesn't really help me". >> >> I would then introduce the concept of "givens" to you. It is the job of the >> senior leader to determine the "givens" or non-negotiables that the senior >> leader has decided upon. Working at the "givens" is one side of the task of >> figuring out how much freedom you are giving the people within which to be >> creative, innovative, and make decisions. As one Director said to me "in my >> decades of career, getting honest with myself about the givens has been the >> hardest work I have ever done. And now that it is done, and the givens are >> communicated, and everyone is figuring out what they now have authority and >> freedom for, this is amazing. My only regret is that I didn't do this sooner >> in my career. When I defined the givens, for the first time I defined the >> space within which I truly want the people to be free to be their best. I >> can be accountable for our performance within this frame of 'givens' and the >> clarity about the space I have opened up in my organization." >> >> Thomas, this is the best I can do to describe the ways forward beyond the >> tension created about sharing decision making. I am not on the same page as >> some of the others on this list about self organized systems. I experience >> value in having formal leaders, and in having appropriate hierarchy to >> getting the job done. I am very passionate about leadership that supports a >> culture of leadership. >> >> kind regards, >> Birgitt >> >> >> >> Birgitt Williams >> Supporting Next Level Leadership "Leading So People Will Lead" >> Author, Senior Consultant, President Dalar International Consultancy, Inc >> <http://www.dalarinternational.com/> >> Founder Genuine Contact Program >> <http://www.dalarinternational.com/genuine-contact> >> Co-owner Genuine Contact Group, LLC >> <https://genuinecontact.net/about/co-owners/> >> Founder Extraordinary Leadership Network >> <http://www.extraordinaryleadershipnetwork.com/> >> >> Learn with us for your skill and capacity development for leading and >> working in the new leadership paradigm "Leading So People Will Lead" >> >> Upcoming learning module: Working with Open Space Technology >> <https://www.dalarinternational.com/curriculum/open-space-technology/>. >> Three different learning options to learn a process for facilitating >> meetings that engage the people. Self-Study + One-to-One Mentoring + >> Mentoring Circle; Self-Study + Real-Time Workshop + Mentoring Circle; and >> Self-Study + Real-Time Workshop + One-to-One Mentoring + Mentoring Circle >> with real time workshop dates three consecutive Fridays from 9am to 12:30pm >> EST on October 18, 25, and November 1st. >> >> PO Box 19373, Raleigh, NC, USA 27613 >> Phone: 01-919-522-7750 >> >> >> On Sat, Jul 20, 2019 at 11:18 AM Thomas Perret via OSList >> <oslist@lists.openspacetech.org <mailto:oslist@lists.openspacetech.org>> >> wrote: >> Birgitt, >> >> This seems spot on regarding lasting change, I liked it a lot. >> >> "The answer has consistently been about the leadership capacity of the >> leadership team to lead an organization of people who are engaged in the >> ways that were visible in the OST meeting. This is a vulnerable conversation >> to be having and I feel a lot of respect for the leaders and the discussion.” >> >> I read your whole mail aloud to a friend and this part touched me especially. >> >> One thing came to mind from a managers perspective. I think of a challenge >> regarding legal responsibility for the assets. If it’s my company, I take >> the risk by myself. If I am hired as manager for a company owned by someone >> else and thinking about self-management, I feel unsure about giving away >> decision-making power while remaining legally responsible. I would like to >> have the owners in on that conversation. >> >> Has something like this come up for you? If yes, will you say something >> about it? >> >> Kindly, >> Thomas Perret >> >> >> >> The answer has consistently been about the leadership capacity of the >> leadership team to lead an organization of people who are engaged in the >> ways that were visible in the OST meeting. This is a vulnerable conversation >> to be having and I feel a lot of respect for the leaders and the discussion. >> >>> On 19 Jul 2019, at 4.07, Birgitt Williams via OSList >>> <oslist@lists.openspacetech.org <mailto:oslist@lists.openspacetech.org>> >>> wrote: >>> >>> Dear friends and colleagues in Open Space, >>> When you facilitate an OST meeting in an organization, it is the formal >>> leader who opens the space inside his/her organization for this meeting to >>> take place. Whether the leader feels well versed in what OST is or is >>> simply going along with something that has been recommended, that person >>> has an experience that is also a big opportunity...for the single leader >>> and/or the leadership team. >>> >>> If you also recognize the wonderful opportunity in front of this leader as >>> you have discussions with the leader and leadership team, you may be >>> interested in the five self study modules that our team is calling our Next >>> Level Leadership learning track >>> <https://www.dalarinternational.com/curriculum/next-level-leadership/>. The >>> five modules are designed for just such a leader to go through in a self >>> study mode to encourage some of the thinking that is important to lead an >>> organization within the new leadership paradigm within which OST fits >>> "Leading So People Will Lead". >>> >>> Since 1992 I have been fascinated by what happens when formal leaders >>> including leadership teams sponsor and experience an Open Space Technology >>> meeting in their workplace. There are a few different story lines that >>> emerged. First, it is important to share with you that within how we teach >>> about Working with Open Space Technology in our Genuine Contact program, we >>> encourage facilitators of the OST meeting to have a 'debrief meeting' with >>> these leaders (the sponsors). The questions we ask in the debrief meeting >>> are kept simple and are intended for heightening learning from the shared >>> experience of having been in an OST meeting. Yes, simple action-reflection >>> learning. >>> >>> In my experience, OST always works. And always, the quality and quantity of >>> outcomes surpasses all expectations. So...that is part of what is reflected >>> on during the debrief meeting. Within an OST meeting, there is always the >>> experience of leadership popping up by just about everyone; people stating >>> that they experience a shared vision during the meeting; a real sense of >>> community with good communication throughout; and self management within >>> the container created. This is also discussed in the debrief meeting. Then >>> comes the question that for me is of utmost importance. Here it is "During >>> the OST meeting, you experienced exceptional performance by the people who >>> participated as you have just discussed. If you are not getting that >>> exceptional performance every day, would you like to?". >>> >>> Silence is the first response. >>> The second response is "no, this is not our daily experience" >>> Then comes the discussion of "we want this in our daily experience BUT we >>> are not ready". I reply "you say you want exceptional performance. Your >>> people have shown you within the OST meeting that they are capable of >>> exceptional performance already. If you are not having this exceptional >>> performance on a daily lived basis and you want it, what is it you are not >>> ready for?" >>> >>> The answer has consistently been about the leadership capacity of the >>> leadership team to lead an organization of people who are engaged in the >>> ways that were visible in the OST meeting. This is a vulnerable >>> conversation to be having and I feel a lot of respect for the leaders and >>> the discussion. >>> >>> My personal favorite outcome of the discussion is the leader (leadership >>> team) expressing an interest in developing personal and group leadership >>> capacity so that they can successfully lead an organization with a >>> participatory architecture along the same lines as the participatory >>> architecture of the OST meeting. >>> >>> Initially I proceeded with these leaders by teaching them how to work with >>> OST to get the most harvest out of an OST meeting and to structure their >>> organization to allow as much freedom and choice as possible. I realized >>> that something was missing. I had jumped ahead too quickly. Just because >>> the leader (leadership team) stated willingness, there are steps to take >>> between that stated willingness and feeling ready and engaged in thinking >>> and working in a more expanded concept of leadership. >>> >>> Now when those leaders (leadership teams) say they are willing to lead >>> their organizations as a culture of leadership, the kind of culture that >>> needs a participatory architecture with lots of use of OST meetings....we >>> have them go through what we call our Next Level Leadership learning track >>> <https://www.dalarinternational.com/curriculum/next-level-leadership/>. >>> They can do these five modules as self study with lots of reflection about >>> their thoughts about leadership...and then have a one to one (or group) >>> mentoring session to have a conversation about what they are thinking >>> regarding leadership. >>> >>> Placing this learning track in their hands assists them with discernment >>> about leading for the leadership paradigm of "Leading So People Will Lead"; >>> assists them in readiness and developing a plan for their readiness; and >>> assists them with engaging in the development needed for what is a very >>> challenging leadership role...well worth it, but challenging. >>> >>> I hope that this has piqued your interest about one way to help leaders who >>> are interested in leading for the kind of performance they experience in an >>> OST meeting. This has been a passion of mine for a long long time...and I >>> am very pleased with what happens when leaders take the time to go through >>> this self study. Shift happens. >>> >>> in genuine contact, >>> Birgitt >>> >>> Birgitt Williams >>> Supporting Next Level Leadership "Leading So People Will Lead" >>> Author, Senior Consultant, President Dalar International Consultancy, Inc >>> <http://www.dalarinternational.com/> >>> Founder Genuine Contact Program >>> <http://www.dalarinternational.com/genuine-contact> >>> Co-owner Genuine Contact Group, LLC >>> <https://genuinecontact.net/about/co-owners/> >>> Founder Extraordinary Leadership Network >>> <http://www.extraordinaryleadershipnetwork.com/> >>> >>> Learn with us for your skill and capacity development for leading and >>> working in the new leadership paradigm "Leading So People Will Lead" >>> >>> Upcoming learning module: Working with Open Space Technology >>> <https://www.dalarinternational.com/curriculum/open-space-technology/>. >>> Three different learning options to learn a process for facilitating >>> meetings that engage the people. Self-Study + One-to-One Mentoring + >>> Mentoring Circle; Self-Study + Real-Time Workshop + Mentoring Circle; and >>> Self-Study + Real-Time Workshop + One-to-One Mentoring + Mentoring Circle >>> with real time workshop dates three consecutive Fridays from 9am to 12:30pm >>> EST on October 18, 25, and November 1st. >>> >>> PO Box 19373, Raleigh, NC, USA 27613 >>> Phone: 01-919-522-7750 >>> _______________________________________________ >>> OSList mailing list >>> To post send emails to OSList@lists.openspacetech.org >>> <mailto:OSList@lists.openspacetech.org> >>> To unsubscribe send an email to oslist-le...@lists.openspacetech.org >>> <mailto:oslist-le...@lists.openspacetech.org> >>> To subscribe or manage your subscription click below: >>> http://lists.openspacetech.org/listinfo.cgi/oslist-openspacetech.org >>> <http://lists.openspacetech.org/listinfo.cgi/oslist-openspacetech.org> >>> Past archives can be viewed here: >>> http://www.mail-archive.com/oslist@lists.openspacetech.org >>> <http://www.mail-archive.com/oslist@lists.openspacetech.org> >> _______________________________________________ >> OSList mailing list >> To post send emails to OSList@lists.openspacetech.org >> <mailto:OSList@lists.openspacetech.org> >> To unsubscribe send an email to oslist-le...@lists.openspacetech.org >> <mailto:oslist-le...@lists.openspacetech.org> >> To subscribe or manage your subscription click below: >> http://lists.openspacetech.org/listinfo.cgi/oslist-openspacetech.org >> <http://lists.openspacetech.org/listinfo.cgi/oslist-openspacetech.org> >> Past archives can be viewed here: >> http://www.mail-archive.com/oslist@lists.openspacetech.org >> <http://www.mail-archive.com/oslist@lists.openspacetech.org>_______________________________________________ >> OSList mailing list >> To post send emails to OSList@lists.openspacetech.org >> <mailto:OSList@lists.openspacetech.org> >> To unsubscribe send an email to oslist-le...@lists.openspacetech.org >> <mailto:oslist-le...@lists.openspacetech.org> >> To subscribe or manage your subscription click below: >> http://lists.openspacetech.org/listinfo.cgi/oslist-openspacetech.org >> <http://lists.openspacetech.org/listinfo.cgi/oslist-openspacetech.org> >> Past archives can be viewed here: >> http://www.mail-archive.com/oslist@lists.openspacetech.org >> <http://www.mail-archive.com/oslist@lists.openspacetech.org>_______________________________________________ > OSList mailing list > To post send emails to OSList@lists.openspacetech.org > To unsubscribe send an email to oslist-le...@lists.openspacetech.org > To subscribe or manage your subscription click below: > http://lists.openspacetech.org/listinfo.cgi/oslist-openspacetech.org > Past archives can be viewed here: > http://www.mail-archive.com/oslist@lists.openspacetech.org
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