Dear Christine,
I know of plenty of organisations and systems that have a clear mission
without that preventing them to crash, dissolve, go bankrupt, be gobbled
up, have markets disappear and with that disappear themselves, be wiped
away by a revolution, etc.... or perhaps you mean something else by
"coherent"?
To the concrete case in point, Wicke concretely convenes os-events (two
three day events each year, one with the organisation as such and
another withtheir broader system)... now in its 14th year.
The starting point for almost all projects, changes, strategic
decisions, very concrete measures, etc. is in these events, carried
forward by those that take the leadership in each particular project.
And if someone wants to start something that was not initiated at the
os-events they send out an invitation to start it.
This might be successful or not. They have no other ways of operating
their outfit.
I know this is pretty hard to believe but that is in fact how a
self-organising system operates... we rarely run into such creatures
because of all those folks in organisations believing they can run
organisations by making strategic decisions. And there are zillions of
consulting firms earning zillions telling CEOs how to best plan,
formulate, implement and evaluate Strategic Decisions (I used to be one
of them).
Systems can do that all by themselves, if they are let loose...
traditionally, you dont let systems or organisations or people run
loose, nobody knows what will happen if you do ...and how do you control it?
You might give Wicke a call to hear more from him. Let me know what he said.
Hope you make it to Berlin again
cheers
mmp
On 09.01.2014 11:32, christine koehler wrote:
Hi Michael
Thank you for refering to your ebook that I helped to translate in
French ;). Indeed, I loved the article, I know what Wicke describes,
and I know also what he doesn't say, and for which I would have loved
to have questioned him. I would have asked him exactely those 2
questions. .. Concretely, how did he do ? In Wicke's case, I can
imagine that the first question -keeping the system coherent as a
whole - was not difficult, as it has a very clear mission. But still
I would ask it, as I am sure some answers could be surprising. But
how were strategic decisions made ? He doesn't say it. There are many
ways to do it, depending on the structure of the system. You don't
implement all ideas that come out of open space the same way. It
depends who/what they impact. At least those are the questions for
which I wonder and have no answers...
Christine
On Thu, Jan 9, 2014 at 10:29 AM, Michael M Pannwitz
<[email protected] <mailto:[email protected]>> wrote:
Hi Christine, as you easily can tell, I ain't Harrison. I gather he
has not gotten up yet considering the sun not shining on all of us at
the same time. Of course, I cant speak for him!
Still, here is my view, my assumptions on your issues:
All systems are selforganizing, that is the forces of
selforganisation are always active... sometimes hardly noticeable,
sometimes very present. So, neither you or I or Harrison or an armada
of CEOs can keep an organisations coherent and we would be fools not
to leave it to the forces of selforganisation. It, the system, could
stay coherent more easily if controls are reduced.
To have selforganisation do its thing (in every nook and cranny or
for the whole), you might try: Fill in.
For a real life and quite successful organisation including the
environment in which it moves and with which it interacts, have a
look (in six different languages all in one ebook: French, Chinese,
English, German, Spanish and Polish) at Practicing Open Space-Our
First Ten Years (in the meantime its been going on for 13 years),
published as an ebook, here
http://www.westkreuz-verlag.__de/de/Practicing-Open-Space-__Our-First-Ten-Years-E-Book
<http://www.westkreuz-verlag.de/de/Practicing-Open-Space-Our-First-Ten-Years-E-Book>
Have a grand day cheers mmp
On 08.01.2014 23 <tel:08.01.2014%2023>:29, christine koehler wrote:
Harrison,
In a self -organized system, how do you keep the organization
coherent as a whole ? How do you make decisions that concern the
whole organization ?
Christine
On Tue, Jan 7, 2014 at 8:27 PM, Harrison Owen <[email protected]
<mailto:[email protected]> <mailto:[email protected]
<mailto:[email protected]>>> wrote:
Paul – This piece from Zappos is interesting indeed. Though I must
say I do wonder why the Zapposites feel it necessary to organize a
self organizing system? As they say, “In a city, people and
businesses are self-organizing.” I agree, and why not just follow the
beaten path? Holarchy is a wonderful concept, and a good description
of what I think I experience in a self organizing system. But why go
for a knock-off when you can have the original? Just let (invite) the
system to self organize. It will work better, and costs a lot less
effort. As Stuart Kauffman might say, “order for free.”____
__ __
Harrison____
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Harrison Owen____
7808 River Falls Dr.____
Potomac, MD 20854____
USA____
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189 Beaucaire Ave. (summer)____
Camden, Maine 04843____
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Phone 301-365-2093____
(summer) 207-763-3261____
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www.openspaceworld.com <http://www.openspaceworld.com>
<http://www.openspaceworld.com__%20> ____
www.ho-image.com <http://www.ho-image.com>
<http://www.ho-image.com%20> (Personal Website)____
To subscribe, unsubscribe, change your options, view the archives of
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*From:*oslist-bounces@lists.__openspacetech.org
<mailto:[email protected]>
<mailto:oslist-bounces@lists.__openspacetech.org
<mailto:[email protected]>>
[mailto:oslist-bounces@lists.__openspacetech.org
<mailto:[email protected]>
<mailto:oslist-bounces@lists.__openspacetech.org
<mailto:[email protected]>>] *On Behalf Of
*Paul Nunesdea *Sent:* Monday, January 06, 2014 4:51 PM *To:* World
wide Open Space Technology email list *Subject:* [OSList] From
linkedin today____
__ __
Research shows that every time the size of a city doubles, innovation
or productivity per resident increases by 15 percent. But when
companies get bigger, innovation or productivity per employee
generally goes down. So we're trying to figure out how to structure
Zappos more like a city, and less like a bureaucratic corporation. In
a city, people and businesses are self-organizing. We're trying to do
the same thing by switching from a normal hierarchical structure to a
system called Holacracy, which enables employees to act more like
entrepreneurs and self-direct their work instead of reporting to a
manager who tells them what to do.____
http://www.huffingtonpost.com/__pam-ross/workplace-__reinvention_b_4541805.html#
<http://www.huffingtonpost.com/pam-ross/workplace-reinvention_b_4541805.html#>
<http://www.huffingtonpost.__com/pam-ross/workplace-__reinvention_b_4541805.html
<http://www.huffingtonpost.com/pam-ross/workplace-reinvention_b_4541805.html>>!______
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From my iPad____
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++49 - 30-772 8000
Check out the Open Space World Map presently showing 423 resident Open
Space Workers in 71 countries working in a total of 143 countries
worldwide: www.openspaceworldmap.org
--
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Draisweg 1, 12209 Berlin, Germany
++49 - 30-772 8000
Check out the Open Space World Map presently showing 423 resident Open
Space Workers in 71 countries working in a total of 143 countries
worldwide: www.openspaceworldmap.org
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