Very Very welcom to New to OS：
Here is the Case Study：
* "Opportunities and Challenges in the Implementation of a Five-Year
Strategy for a Medical Company" Open Space Meeting*
Pain points for a publicly traded company after 18 years of
entrepreneurship:
When facing a significant increase in performance targets,
organizational development needs to keep up with the demand for
increased performance. For example, the ability of personnel and
recruitment speed may not keep up with organizational development.
External market changes require new adaptive strategies. For example,
US trade sanctions and increased demands for the medical industry in
China, how to prepare in advance to adapt to external market
strategies is urgent.
Pressure and internal friction during execution: goal consensus, but
clashes in executing strategies, clashes between old and new concepts,
how to improve execution efficiency and increase acceptance of
decisions, thereby enhancing the overall execution ability of the company.
*Solution:*
After interviewing the chairman, it was discovered that the chairman
has a very deep consideration for the future and has a great
expectation for the team to break through together. He is concerned
about the challenges and risks in the execution of "strategy
implementation." Due to the change in theme, the meeting time was
adjusted.
The workshop was adjusted from the original 4 hours to 12 hours, and
73 participants, including executives and sales directors, discussed
24 topics and 10 action plans.
*Workshop summary:*
High efficiency: Participants discussed 24 core topics related to
strategy implementation for 12 hours, which they themselves
contributed, and voted on urgent and important action items, forming a
consensus.
Problems that had not been solved for years were solved on the spot,
and some participants brought out gauze products for multi-party
communication.
Each person had a clear target when they arrived; when they left, they
had a clear understanding of what they needed to do in the future and
how to contribute their ideas. The sales manager of the northern
region said, "The first thing I will do when I go back is to stop and
think about my work for a day, instead of just knowing how to pull the
cart every day." Everyone is confident about the goals for the next
five years.
*Follow-up: In 18 years, the company only achieved a total of 2
billion yuan in revenue, and there was no breakthrough in the first
year of going public. After the open space workshop, their sales in
2020 reached 10 billion yuan.*
*Insights: *Many people think that the reason why this case is so
successful is due to the COVID-19 pandemic and the company's
production of masks. It cannot be denied that this is one of the most
important reasons. The problem is that among so many pharmaceutical
companies, why only this company seized the opportunity? The reason is
simple. The 73 executives reached a consensus on the opportunities and
challenges of achieving 4 billion yuan in sales in five years in the
open space strategic workshop, and each executive was clear about
their role and responsibilities, reducing internal communication
friction and finding a path to achieve the 4 billion yuan target.
*Impact on Audrey: *This project greatly inspired me. I was originally
going to wait five years to see the results, but in just one year, I
saw the power of open space technology. It also prompted me to want to
*translate "Wave Rider" a*s soon as possible because I hope that more
Chinese business managers can see the power of open space. This is
also why I am studying the Emba X program at ETH Zurich and the
University of St. Gallen in Switzerland because I hope to introduce
open space into the university system and give younger people the
opportunity to be exposed to open space while studying.
*I am writing to you today to share my passion for publishing and my
dedication to promoting the philosophy of open space. Over the years,
I have been involved in bringing books from foreign authors to China,
including Harrison's works, as well as Peggy's "Engaging Emergence,"
which has already been published in China.*
*Currently, Sunzanne and I are working on a project titled "The Wisdom
and Stories of Global Authors," aimed at introducing young readers in
China to a diverse range of global literature. Our ultimate goal is to
spread this knowledge and insight to readers all over the world.*
*To that end, I would like to extend an invitation to you to join us
on this journey. If you are interested in sharing your wisdom and
stories with a Chinese audience, I would love to hear from you.
Whether it's through publishing your books or collaborating on
consultancy projects, I am committed to connecting you with our team
in China to discuss any opportunities that you may find exciting.*
Thank you for your time, and I look forward to hearing from you soon.
I love you everyone，my OpenSpace family members！--
郑晓琼（ Audrey Zheng）
CEO&Founder of Beijing Open Space Technology Co.,Ltd
Global Publisher of Jie Teng Culture Co.,Ltd
ETH Zurich & University of St.Gallen EMBA X
Email:[email protected]
Twitter：@Audrey_802
LinkedIn:https://www.linkedin.cn/in/audery-hepburn-openspace-china
<https://www.linkedin.cn/in/audery-hepburn-openspace-china>
Tel:+41 772 355 521
---- Replied Message ----
From Harrison Owen SR via OSList<[email protected]>
<mailto:[email protected]>
Date 03/19/2023 20:44
To Peggy Holman<[email protected]> <mailto:[email protected]>
Cc Open Space Listserv<[email protected]> <mailto:[email protected]>
Subject [OSList] Re: Hello Everyone, New to OS
Jordan -- Some years ago Boeing did a 500 person, multi-site open
space for everybody who cared about doors. It seems that they needed
to redesign the way they made doors for their aircraft. Complicated
process involving 25,000 people in 5 (I think) countries -- and doors
are different. What works on a 747 won't make it on a 777, etc.
Somewhere out there are people who were involved directly in all this
(I wasn't) -- but I do know folks were pleased.
Harrison
On Sun, Mar 19, 2023 at 1:59 PM Peggy Holman via OSList
<[email protected]> wrote:
Welcome Jordan and Raynel!
Raynel, you ask about impactful Open Space experiences. When I ran
into Open Space in 1995, it changed my work and my life. (Thank
you Harrison.) It taught me that when I am organizing something, I
am not responsible for other people’s experiences. My work is to
cultivate a space that invites people to show up authentically and
connect with others. Open Space took me on a journey to learn
about complexity and what it could teach us about working with
disruption in human systems, like organizations and communities.
That has been central to my work ever since.
From Anne Stadler, I learned the essence of open space (not just
the methodology but the philosophy and life practice) is to take
responsibility for what you love. Imagine that! How often are we
invited to even ask ourselves what matters to us, much less spend
time with others who care to explore it and act on it? To me, that
is the heart of why Open Space Technology creates magic.
It also taught me that breakthroughs emerge when the needs of
individuals and the whole are both met. It’s when people start
talking about “we” without sacrificing themselves in the process.
That was what hooked me when I attended my first Open Space at U S
West in 1995. (It’s the one in this video
<https://vimeo.com/25251316>.) I saw 250 telephone company union
workers, managers and others grapple with tough issues. At the end
of 2.5 days, they were all in agreement: it was time to rehab the
basic plant. Everyone was shocked that union people and management
agreed to bring on contract labor (a contentious issue in contract
negotiations) because it freed employees to do the deeper work.
People got their needs met and so did the organization.
Many organizational stories have this sort of breakthrough dynamic.
Jordan, you ask how Open Space translates from ideation to action.
I’ll give you a consultant’s answer: it depends. What is your
purpose for gathering? Often, most often I find, Open Space is
used to bring together the diversity of people who make up a
system to explore a complex or conflicted subject. There may not
be an explicit expectation for action out of the convening. What I
do find you can reliably expect for outcomes (Excerpt from
Engaging Emergence: Turning Upheaval into Opportunity
<https://peggyholman.com/papers/engaging-emergence/>):
*Individually, we are stretched and refreshed*—We feel
more courageous and inspired to pursue what matters to us.
With a myriad of new ideas, and confident of mentors,
supporters, and fans, we act.
*New and unlikely partnerships form*—When we connect with
people whom we don’t normally meet, sparks may fly. Creative
conditions make room for our differences, fostering lively and
productive interactions.
*Breakthrough projects surface*—Experiments are inspired by
interactions among diverse people.
*Community is strengthened*—Wediscover kindred spirits among a
diverse mix of strangers. Lasting connections form, and a
sense of kinship grows. We realize that we share an
intention—a purpose or calling guided by some deeper source of
wisdom. Knowing that our work serves not just ourselves but a
larger whole increases our confidence to act.
*The culture begins to change*—With time and continued
interaction, a new narrative of who we are takes shape.
When the focus of a convening is a “now what?” sort of question
and the culture supports initiative, I find novel, ambitious
projects often result. One of the challenges in understanding
outcomes is beautifully expressed by Tova Averbuch in her
wonderful book, Initiating and Inviting Generative Change: Entry
and Contracting for Emergent Outcomes In Results Driven
Organizations
<https://www.amazon.com/Initiating-Inviting-Generative-Change-Organizations/dp/1777184649>.
In essence, since the outcomes aren’t preset, it can be elusive to
connect actions with the great conversations people have. People
often say of Open Space, great conversations but nothing happens.
She tells a great story of talking with someone about taking a new
job. They had that "great conversation, no action" exchange and
then she realized that the creation of the job they were
discussing came from that Open Space! In her words:
When a result is pre-planned someone holds it long enough to
know where it originated, or at least so it is perceived. When
an outcome is emergent, one of two things happen. Either it
organically blends into the organization without anyone
thinking about where it was born. Or, when people are deeply
engaged in the work, they attribute the outcomes to
themselves, their passion, initiative and self-organization.
They perceive the gathering as an opportunity they were lucky
to have experienced. Both perceptions are true and show
organic ownership.
So there are some thoughts for you Jordan and Raynel.
If you are looking for someone to interview, I am open to doing
that for you. Just drop me an email and suggest a time or two to
talk with your team.
Appreciatively,
Peggy
_________________________________
Peggy Holman
[email protected]
Twitter: @peggyholman
Bellevue, WA 98006
206-948-0432
www.peggyholman.com <http://www.peggyholman.com>
www.journalismthatmatters.org <http://www.journalismthatmatters.org>
Enjoy the award winning Engaging Emergence: Turning Upheaval
into Opportunity <http://www.engagingemergence.com>
"An angel told me that the only way to step into the fire and not
get burnt, is to become
the fire".
-- Drew Dellinger
On Mar 19, 2023, at 9:15 AM, Jordan Wareham via OSList
<[email protected]> wrote:
Good afternoon everyone from sunny Florida!
My name is Jordan Wareham and like Raynel, I am a doctoral
student in the Bowling Green State University program in
Organizational Development & Change.
My background has been in commercial aviation. I have been an
airline pilot, pilot instructor & examiner, and now have spent
the last 4 years in management with major airlines, currently
service as the Director of Safety for an airline based in Florida.
I really see tremendous applicability for OpenSpace inside the
airline industry and I’m looking forward to learning from
everyone here.
One question is around some of the mechanics. When it is decided
to invoke an Open Space discussion, I’m gathering it’s around a
central issue. The discussion of that issue is what generates the
areas that people feel passionate about (hope i have it right so
far). My understanding is then that individuals will take
responsibility for championing certain issues and everyone will
break into working groups…but what happens then? Is it the
expectation that the working groups will effectively ideate and
solve the issue and develop action plans? I’m just curious how
this translates from ideation stage to action items.
Also, wondering if there is someone who might be willing to serve
as a “method master” for our group to interview and learn from.
As part of this semester’s class, we are needing to identify
individual(s) who can mentor our group through an interview
process and provide support for questions. I don’t believe it
would be much time commitment and we would really appreciate
learning from someone who has been actively applying Open Space
in their practice.
Thank you!
Jordan
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