Keith - Been there a time or two. I believe the request (for assessment/evaluation) is not only understandable but quite legitimate and can lead to some very interesting deeper discussions. Even if the requesters are quite cynical, which is sometimes the case. But dealing with their request does take some thought, as you indicate, and may well (should) lead to some unexpected places.
Our ability to assess the immediate effects of an Open Space is usually pretty good, and involves some basic questions: Did the process work in a formal sense? (Always works J) How did the participants feel about their experience? If there was a concrete objective, was it achieved? The answer to the first question (formal function) is usually so obvious as to be overlooked. For the second question (feeling/experience), the closing circle normally provides sufficient data to make even the most serious skeptic hold their tongue, and for some people it is almost embarrassing that they felt so good and did so much. As to the "concrete objective" - that often depends on what it (the objective) was. If "hard and immediate" no problem. For example, I did an Open Space to design a $200,000,000 structure. By the conclusion of the OS, the design was complete, the folks were ecstatic, and construction actually beginning. One did not need a random, double blind statistical analysis to make the case. The building was built, on time and under budget. But if the "objective" was a little squishier, conclusions can be of the same sort, but the effort is still worthwhile. What makes the assessment effort worthwhile has little to do, I think, with the validation of Open Space. It has everything to do with a deeper understanding of the nature of the organization in question and its current status and future possibilities. Forgive me, but I suggest that the data is "in" on Open Space. Simply put, after 200,000-300,000 iterations all over the world with comparable results - Open Space becomes the standard against which organizations can be measured. Put quite directly, the meaningful question is, "How did you organization do in Open Space?" If it just seemed like "another day at work" that would be good and sufficient reason to believe that the organization in question was truly outstanding and high performing. If, on the other hand, the experience of Open Space came as a Bolt-from-the-Blue Revelation of the power, capacity, focus, community spirit of the people involved, you will indeed have fertile grounds for asking deep questions - How on earth did that happen? That question can be painful but very productive. Some little while ago, I told the tale of a US federal agency, which had been characterized as "Dysfunctional and worse" by its leadership group and became a totally different creature once the circle opened. In fact, I saw absolutely no evidence that the people were as advertized. A week or so after the Open Space, a group of the people wanted to assess its impact - and I quickly agreed. I proposed a question with which to begin the assessment: "What is it that you are currently doing, as a way of doing business, that clearly cripples and sub-optimizes the abilities and personhood of your people?" There was a stunned silence and then a truly interesting and fruitful discussion began. So I think we have a real opportunity through "assessment" but it has little to nothing to do with somehow validating Open Space - or more importantly the incredible power of self organization that makes it all happen. Harrison Harrison Owen 7808 River Falls Dr. Potomac, MD 20854 USA 189 Beaucaire Ave. (summer) Camden, Maine 04843 Phone 301-365-2093 (summer) 207-763-3261 www.openspaceworld.com www.ho-image.com (Personal Website) To subscribe, unsubscribe, change your options, view the archives of OSLIST Go to: <http://lists.openspacetech.org/listinfo.cgi/oslist-openspacetech.org> http://lists.openspacetech.org/listinfo.cgi/oslist-openspacetech.org From: [email protected] [mailto:[email protected]] On Behalf Of Blundell, Keith Sent: Thursday, April 18, 2013 6:18 AM To: World wide Open Space Technology email list Subject: [OSList] How to assess the effectiveness of an OS Meeting. Dear OS practitioners As some of you already know I have been trying to pioneer the use of OS in our agenda driven, action outcome orientated organisation. I have had the opportunity to run several meetings, but they have been short sessions and restricted participants (in terms of organisational functional structure). This has created a bit of a buzz and I am delighted that I have been approached to run a meeting with a larger diverse group of participants (cross functional) for at least a whole day! Brilliant and I have no concerns that it wont be successful. But...unfortunately it is viewed as an "experiment" and so I am being pushed by the sponsors as how will we assess its success. I know that there will be some good discussions, that participants "heads" will be in a different place after the meeting, and it will be a great sharing and learning experience. I also know that any change and actions may come long after the discussions so that the link between the event and outcome will be more tenuous. Has anyone experience and ideas for explaining the effectiveness of OS within an organisation? I look forward to hearing from you. Best Wishes, Keith. -- Keith Blundell Leadership and Team Excellence Leader Innovation, Communication and Engagement (ICE) Product Development Global Operation Office: +44 (0) 1707 36 661 Mobile: +44 (0) 7990 777 120 Mail to: <mailto:[email protected]> [email protected] Registration Number: 100674 The information transmitted in this message is intended only for the person or entity to which it is addressed and may contain confidential and/or privileged material. Any review, retransmission, dissemination or other use of, or taking of any action in reliance upon, this information by persons or entities other than the intended recipient is prohibited. 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