Cynefin definitely helps put complexity in context. Once a client recognizes the complexity, can a map of the journey they will likely face be useful?
While the map is most definitely not the territory, I have played with conceptual maps that can help with navigating the dynamics of emergence. They are descriptive of what I've observed over the years. Here is a way I've come to think of it: All change starts with disruption. After all, if everything is smooth, why change? Disruptions open the door to differentiation, characterized by diversity, experimentation, and a roller coaster of emotions as old ways cease to function and new ones haven't yet found their legs. At some point, connections start to gel and a new coherence arises -- emergence. While the details of every situation are unique, this pattern describes a common arc. What are the implications for those of us who work with groups? Certainly opening more space. As Dan said, the pace of facing complex situations is accelerating. So I continue to look for simpler and simpler ways to describe ways of working with it so that we and our clients can more consciously be in the flow. My latest attempt: When faced with disruption, ask a possibility oriented question -- the attractive question that draws the diversity of those who care to an Open Space meeting. I think of it as bounding from within. Such questions provide focus, implicitly invite collaboration, and create a permeable boundary -- a fertile, sufficiently safe space -- for engaging. Within that space, maximize the opportunity for individual expression and connection -- as Open Space does brilliantly. If you look at many examples that have been discussed on this list, it also happens naturally when faced with disruption. Think of the creative responses to disasters. People step in, taking responsibility for what they love, doing everything from providing medical aid to creating apps for people to locate missing loved ones, finding partners along the way. What contributes to coherence arising? Reflecting together, noticing what's showing up and naming it into being. Evening news and morning announcements are simple, elegant ways that Harrison designed into Open Space. It's often obvious that something new has emerged only after the fact. In looking back, we speak of the Roaring 20's or the Industrial Age. I wonder what coherent narratives will ultimately emerge from this disruptive time we are in now? As I mentioned, these patterns describe what I've noticed working. The value I see in naming them is to help us and our clients navigate the territory. I've got some visuals I can share if anyone is interested. Peggy Sent from my iPad 425-746-6274 www.peggyholman.com Check out Engaging Emergence: Turning Upheaval into Opportunity - www.engagingemergence.com > On Jul 27, 2014, at 9:46 AM, Chris Corrigan <[email protected]> wrote: > > Thanks David. > > I think it's true that complexity emerges from connectivity - spares prior > connections and lots of diversity being some of the prerequisites for > emergence. I'm also certain that humans have always been confronted with more > complexity then we could ever handle. > > To deal with complexity we revolved cultures. Storytelling is the way we make > sense of what is fundamentally confusing to us. When you don't know what you > are facing, standing around a fire and telling stories with your people is a > pretty good strategy. And so it goes today. > > Most of us working in the complexity field with human groups rely on stories > as a big piece of our work. The reason for this is that in a complex system > you just can't have ALL the date (because it is created way too fast and is > way too dynamic) so you need to rely on anecdotes to give you enough socially > constructed knowledge to move. > > There is truth in data and truth in myths. Knowing which truth and which > method to apply where is important. > > Chris > > -- > CHRIS CORRIGAN > Harvest Moon Consultants > Facilitation, Open Space Technology and process design > > Check www.chriscorrigan.com for upcoming workshops, blog posts and free > resources. > > > >> On Jul 26, 2014, at 8:28 PM, David Osborne <[email protected]> >> wrote: >> >> Chris, >> >> Thanks so much for this post....it has once again stirred my thinking on all >> of this. >> >> Another model that I find helpful that is similar to Cynfin is the agreement >> / certainty matrix. It adds another dimension to the problem solving which >> is even if we knew the answer could we get others to agree to do it??? It is >> based on the work of Ralph Stacy, I believe originally created by Brenda >> Zimmerman as a visual model: >> >> This is a link for those interested in more: >> http://dev.change-management-toolbook.com/mod/book/view.php?id=74&chapterid=58 >> >> The other thought that I have related to this discussion relates to the >> comments that more-and-more complex problems seem to be emerging based on >> the pace of Change. I once heard John Holland, one of the early contributors >> to the emergence/complexity field state that complexity id directly >> correlated to connectivity. As connectivity increases, there is greater >> potential for something new and different to emerge. If we look at how >> connectivity has increased over the past two decades It's easy to see why >> complexity is increasing. I'm actually surprised we haven't had more >> disruptive change. >> >> Onward and upward >> >> David >> >> >>> On Tue, Jul 22, 2014 at 2:57 PM, <[email protected]> wrote: >>> I seek simplicity in trying to describe where and how Open Space does it’s >>> magic. >>> >>> One of the ways I have had excellent success over the years in describing >>> this work is derived from David Snowden’s work on the Cynefin framework. >>> >>> The short story is this: >>> >>> We are faced all the time with problems that are basically knowable, and >>> problems that aren’t. Knowable problems mean that with the right knowledge >>> and expertise, they can be fixed. A technical team can come together and >>> analyse the causes, work with what’s available and craft a solution. Then >>> they can get an implementation plan in place and go ahead and do it. These >>> kinds of problems have a start line and a finish line. When you are done, >>> you are done. Building a bridge is one of those kinds of problems. You >>> build it and there is no tolerance for failure. It needs to be failsafe. >>> >>> Open Space doesn’t work well for those kinds of problems because the >>> solution is basically already known, or at least knowable. >>> >>> Then there are problems for which no know solution exists, and even if you >>> did get a solution, you can’t really “solve” the problem because the >>> problem is due to a myriad of causes and is itself emergent. For example, >>> racism. Look around and you will find very few people that identify >>> themselves as racists, but look at the stats for Canadian society for >>> example and you see that non-white people are trailing in every indicator >>> of societal success. Essentially you are seeing the results of a racist >>> society but no racists anywhere. This is an emergent problem. Racism >>> itself is a self-organizing phenomenon, notwithstanding the few people that >>> actively engineer racist environments. Such a problem didn’t really start >>> anywhere and it can’t really end either. What is needed is a way of >>> addressing it, moving the system away from the negative indicators and >>> towards something else. >>> >>> In other words, this is a complex problem. >>> >>> The way to solve complex problems is to create many “strange attractors” >>> around which the system can organize itself differently. Open Space nis >>> the best method I know of for creating such strange attractors, as they are >>> born from the passion and responsibility of those that want to create >>> change, and they are amplified by people coming together to work on these >>> things. >>> >>> It’s “post and host” rather than “command and control.” >>> >>> And because you can’t be sure if things are going to work out, you have to >>> adopt a particular mindset to your initiative: one that is “safe to fail.” >>> In other words, if it doesn’t work, you stop doing it. If it does work, >>> you do more of it. And all the way along you build in learning, so that >>> the system can see how change is made and be drawn towards those >>> initiatives that are currently making a difference. Certainly this kind of >>> problem solving is not useful for building a bridge, as you cannot afford a >>> failure there. But for problems with no known solutions, it is brilliant. >>> >>> Harrison has spent decades outlining this simplicity in even less words >>> than I have now and his writing and thinking is, and continues to be far >>> ahead of it’s time and maybe a little under appreciated because it is >>> delivered in simple terms like “don’t work so hard.” But ultimately this >>> is the best and most important advice for working in complex systems. >>> >>> Open Space. Do it. Learn. Do it again. Don’t work so hard. >>> >>> More than that really starts to build in the delusion that people can >>> possibly know what to do. From that place solutions will be deluded. That >>> they may work is pure luck. Open Space offers us a disciplined approach to >>> addressing complexity in an ongoing way. Don’t be fooled by its simplicity. >>> >>> Chris >>> >>>> On Jul 21, 2014, at 6:52 PM, Harrison Owen < [email protected]> wrote: >>>> >>>> Love what you are saying... and I think you may be working much too hard. >>>> From where I sit, the basic reality is that all the World is >>>> self-organizing. That includes all the stuff we think we “organized.” So >>>> the bottom line is – we are all self organizing, and some of us are doing >>>> it better. Which is to say that some folks are struggling to invent what >>>> is already happening “all by itself,” and others are allowing >>>> (appreciating) what is happening all by itself. For me, Open Space is >>>> simply a great way of “practicing” what is already happening. Even if we >>>> think it isn’t. Or something. >>>> >>>> Harrison >>>> >>>> Winter Address >>>> 7808 River Falls Drive >>>> Potomac, MD 20854 >>>> 301-365-2093 >>>> >>>> Summer Address >>>> 189 Beaucaire Ave. >>>> Camden, ME 04843 >>>> 207-763-3261 >>>> >>>> Websites >>>> www.openspaceworld.com >>>> www.ho-image.com >>>> OSLIST To subscribe, unsubscribe, change your options, view the archives >>>> of OSLIST Go >>>> to:http://lists.openspacetech.org/listinfo.cgi/oslist-openspacetech.org >>>> >>>> From: OSList [mailto:[email protected]] On Behalf Of >>>> agusj >>>> Sent: Sunday, July 20, 2014 11:25 PM >>>> To: World wide Open Space Technology email list >>>> Subject: Re: [OSList] Management and Organization >>>> >>>> Hello Harrison, David S and David O, >>>> >>>> I find the thread of this conversation very interesting and inspiring. In >>>> my opinion, the success of using OS to transform businesses in >>>> self-organizing organizations depends of the way you do it. It is very >>>> different to use OS as a means to experience a different way of >>>> organization than using OS as a means to allow organizations to have an >>>> experience of themselves from a context of self-organization. >>>> >>>> An option of the first approach is to use OS as an isolated practice in >>>> the "old system". This way maybe it can help to fix something, but it is >>>> very possible that it is not going to make a real difference, if the >>>> organization does not transfer in any way the underlying conditions of OS >>>> to its everyday environment. >>>> >>>> An example of the second approach is to use OS as a Trojan horse, acting >>>> like a hacker. Under this scenario, the organization adopt OS as a common >>>> practice because its effectiveness to solve problems or to foster >>>> innovation, or whatever. This way, its continued use over time probably >>>> generates a new cultural context that facilitates the emergence of >>>> self-organization. It could take time, but the chance that >>>> self-organization put down roots is higher than with the first approach. >>>> >>>> Agustin >>>> PS - Recently I read a book that shows the cases of some organizations >>>> that are defying the "old system" very succesfully. The name of the book >>>> is Reinventing Organizations written by Frederic Laloux. >>>> From: Harrison Owen <[email protected]> >>>> To: 'World wide Open Space Technology email list' >>>> <[email protected]> >>>> Sent: Wednesday, February 5, 2014 12:09 PM >>>> Subject: Re: [OSList] Management and Organization >>>> >>>> David, Listen to your words... “ we're exploring the question of how can >>>> we have some structure and boundaries and yet provide space for >>>> self-organization. It's hard to find models that enable both.” >>>> >>>> I hate to say it, and you won’t be surprised, but I think you are working >>>> much too hard. Sounds to me suspiciously like a variant of “organizing a >>>> self organizing system.” Especially that part about “find(ing) models.” >>>> The systems you are contemplating (your business and the Association) are >>>> their own best models. Nothing else will even come close because they are >>>> unique. And if self organization is anything like I think it is, one of >>>> its major activities is the creation of “structures and boundaries.” That, >>>> by definition, is what self organizing systems do, along with a few other >>>> things. So the key activity for me would be to stop looking for models, >>>> and start paying careful attention to how your two self organizing systems >>>> naturally express themselves in structure and form. >>>> >>>> Initially your task will be complicated by all those “other” structures >>>> and forms that have been laid on, arbitrarily I would say, just because it >>>> seemed like a good idea at the time – in accord with the latest “models,” >>>> or “accepted practice.” After all, we think we all know what an >>>> organization SHOULD look like. J >>>> >>>> But there is a way through the forest, I think, which is actually the >>>> “design principle” I employed in the development of Open Space Technology. >>>> You’ve heard it before. Think of one more thing NOT to do. Just keep >>>> striping away those forms and procedures that you thought to be essential >>>> for your organizations’ function. Don’t try to do it all at once, and >>>> start with what I might call the low hanging fruit. Those things that just >>>> get done, even though nobody can remember why. >>>> >>>> Then notice what happens. If something comes back, that is pretty good >>>> evidence that it was a natural form or structure, and your systems, in >>>> their own wisdom, felt the need. On the other hand, if it stays gone, just >>>> say bye, bye, enjoy the new space, and get on with your business. >>>> >>>> It is true, of course that some structures and forms are required by >>>> external authorities: Taxes, annual reports, and the like. In those >>>> situations, I have found it helpful to ask, “What is the minimal level of >>>> form and structure required to get the job done?” For some reason, people >>>> seem to make the simplest things unendingly complicated. In extremis there >>>> is a presumption that if it is simple, it can’t be any good. I’ve noticed >>>> this on more than one occasion with the public perception of OST, >>>> especially among those who have never been involved. I suppose this has >>>> something to do with the Expert Syndrome – if you make it complicated >>>> enough you will surely require the services of an Expert to help you >>>> through. For a fee of course. And to be honest, we in the OS community >>>> sometimes seem to be guilty of the same thing. >>>> >>>> So there are some suggestions to get started. If you want more, and >>>> probably more than you want – you might take a look at Part II of Wave >>>> Rider, “A Wave Rider’s Guide to the Future.” And for a slightly different >>>> slant see Part IV of the Power of Spirit, “The Care and Feeding of the >>>> Interactive Organization.” And just to be clear, an Interactive >>>> Organization is my term for a conscious, self organizing system. >>>> >>>> Harrison >>>> PS – And for the record, all of the above are by yours truly and available >>>> from Amazon.com and the publisher, Berrett-Koehler. >>>> >>>> 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 >>>> >>>> From: [email protected] >>>> [mailto:[email protected]] On Behalf Of David Osborne >>>> Sent: Tuesday, February 04, 2014 6:57 PM >>>> To: World wide Open Space Technology email list >>>> Subject: Re: [OSList] Management and Organization >>>> >>>> Harrison, >>>> >>>> I had to laugh at my own words as I re-read them.. ."support leaders in >>>> adopting approaches that move toward greater and greater levels of >>>> self-organization." The system of course is self-organizing all the >>>> time !!! >>>> >>>> Opening space enables the system it to move closer and closer to high >>>> performance versus stuckness, stagnation, decline and death. If I restate >>>> what I was trying to express, I think we can Open Space in big ways as an >>>> OS does and/or in small ways through the openness in leadership approaches >>>> that provide more space for passion, creativity, personal responsibility >>>> etc. This is working at the micro-level though versus the full paradigm >>>> shift you describe. I agree with your description whole-heartedly. >>>> >>>> You raise for me very pragmatic questions. Both in our small company, >>>> ChangeFusion, and in a global membership organization I'm involved in >>>> we're exploring the question of how can we have some structure and >>>> boundaries and yet provide space for self-organization. it's hard to find >>>> models that enable both. >>>> >>>> I'd love to hear if others have suggestions of examples. >>>> >>>> David >>>> >>>> >>>> On Tue, Feb 4, 2014 at 2:54 PM, Harrison Owen <[email protected]> wrote: >>>> Hello David O. and David S. I’ve re-titled to give the thread a new name >>>> if only because I think it is headed in some new directions with hopefully >>>> a long and useful discussion in prospect. >>>> >>>> This discussion may get a little difficult as we attempt to define and >>>> understand the words we are using, “Management,” for example. I had in >>>> mind the more common garden variety of Management’s role in organizations. >>>> As Wikipedia (that source of all useful information) notes, “Despite the >>>> move toward workplace democracy, command-and-control organization >>>> structures remain commonplace as de facto organization structure.” >>>> (Wikipedia). Back in the old days a common definition of a good manager >>>> was one who, “Makes the plan, manages to the plan, and meets the plan.” >>>> And we all know how that was supposed to be done. Single word: Control. >>>> Lots of Command and Control. >>>> >>>> David has moved in new, interesting and effective directions saying, “What >>>> I have found is that as I'm able to share the conditions that support >>>> self-organization and how they can be integrated into individuals >>>> leadership approach that the leaders move toward approaches that support >>>> greater and greater self-organization.” >>>> >>>> I applaud the effort, but it seems to me it may be rather a half step. If >>>> I hear David’s words correctly, the fundamental understanding of >>>> “organization” remains unchanged (predesigned structure and controls with >>>> Leaders/Managers in charge) and the new effort is to enable “leaders (to) >>>> move toward approaches that support greater and greater >>>> self-organization.” Tactically I can certainly understand the approach, >>>> but what if organization is fundamentally, essentially, in totality – Self >>>> Organizing? If that is the situation, “greater and greater self >>>> organization” makes little sense for a very simple reason. It is all self >>>> organizing to begin with! But I guess that is just splitting hairs, and >>>> for sure the heart is moving in the right direction. >>>> >>>> The revolutionary in me (and yes there is some of that J ) would dearly >>>> love to shake the organizational world by the scruff of the neck saying >>>> something like, Move on, Wake up! You just can’t get there from here. And >>>> for a certainty, such an approach would have no chance of success. There >>>> needs to be a change in view, I am sure -- but forced change, were it even >>>> possible, falls back on the old way which wasn’t effective then and won’t >>>> work now. And there is another way which unfortunately requires some >>>> patient waiting. But we may not have to wait that long. >>>> >>>> It is a very common lament -- that, “things just aren’t working.” What >>>> “things” and the nature of their dysfunction are often left unsaid, but >>>> the universal uneasiness is pretty clear. To date, the usual response has >>>> been to do more and more of what we’ve always done, but maybe with a >>>> different name (Quality Circles, Process Re-Engineering, Dialogue, maybe >>>> even AGILE when mandated etc.). The results have not been inspiring. Some >>>> would even include Open Space Technology as a new tool. But I don’t think >>>> that works either if the intent is to fix the old system. >>>> >>>> As the lament continues, some strange things are happening. Every now and >>>> again something actually WORKS! And it works even when the plans are >>>> busted, the leadership is incompetent, the environment sour and >>>> threatening. Who knows how or why – but it worked. The Brits usually call >>>> this Muddling Through, which is what happens when everything goes a >>>> different way than it was supposed to – but it all turns out fine. Phew! >>>> >>>> There is another name for this strange phenomenon. Anomaly. Anomaly >>>> literally means being outside the law (lawless) from the Greek a (without) >>>> nomos (law). Anomalies cause one to scratch the head in wonder...How on >>>> earth could THAT happen? Most often, we just pass them by with a >>>> dismissive, “weird!” I think that is a mistake. >>>> >>>> Peter Vaill, an old friend and colleague, had a knack for seriously >>>> noticing anomalies. He observed that some organizations performed at >>>> levels of excellence that definitely blew away the competition. He called >>>> them High Performing Systems. The problem was, these systems broke all the >>>> rules of how organizations were supposed to work. As a Professor of >>>> Management, Peter could be accused of a flawed effort because instead of >>>> attempting to analyze how they worked, Peter contented himself with a >>>> delightful description of what they did, which he captured in a short >>>> paper (1977), The Behavioral Characteristics of High Performing Systems. I >>>> say delightful because he wrote in a totally colloquial fashion, and >>>> definitely not in the style of Academe, even though he was the (then) Dean >>>> of the Business School at George Washington University. >>>> >>>> Writing almost 10 years before Open Space Technology, Peter seems >>>> prescient, for his “Behavioral Characteristics” are a perfect description >>>> of the common behavior at every Open Space I have ever seen. Taking a tall >>>> leap in logic, I have argued (Wave Rider) that the link between Peter’s >>>> High Performing Systems, and what we have experienced in Open Space is the >>>> phenomenon of self organization. Or put somewhat differently, High >>>> Performing Systems are well functioning self organizing systems. And in >>>> function and effect they are definitely anomalous for according to the >>>> accepted wisdom, they simply could not happen or do what they do! >>>> >>>> On the subject of Anomaly and the importance of same, the work of Thomas >>>> Kuhn comes to mind. Author of, “The Structures of Scientific Revolutions,” >>>> Kuhn gave us that wonderful concept, “paradigm,” as in Paradigm Shift. As >>>> an historian of Science, Kuhn describes how the scientific world grew in >>>> wisdom and stature, passing through several understandings of the nature >>>> of things, on the way to new (and presumably better) ones. That passage he >>>> called, Paradigm Shifts. According to his story, the scientific or >>>> learned community held a certain view of reality for a period of time, >>>> which worked very well, and seemed to explain most, if not all, of the >>>> phenomenon of their experience. This view (paradigm) was taken as The >>>> Truth, and defended with ferocity. For example, everybody “knew” at one >>>> time that the Earth was the center of everything and those who disagreed >>>> were considered heretics, and often dispatched. Galileo, for instance. >>>> Then funny little anomalies began to show up as people observed the >>>> heavens. If the anomalies were not an illusion then Earth centeredness was >>>> false – which everybody knew must be wrong, insanity, or worse. But the >>>> anomalies refused to go away, which made people more and more >>>> uncomfortable, to say nothing of angry. Then one shinning day the view >>>> shifted. Same old heavens as before but seen with totally new eyes. >>>> Paradigm shift. Very powerful and never comfortable. >>>> >>>> This brief sojourn into the History of Science can be helpful to our >>>> present concerns, I think, for we are facing a very similar situation in >>>> our understanding of organizations, as well as management. The traditional >>>> understanding of organization, and therefore management, has been around >>>> for a long time. As with all paradigms, it is taken to be The Truth, and >>>> those who challenge will inevitably be subject to dismissal at the >>>> beginning, changing to discomfort, and perhaps ending with anger. The >>>> reason is very simple. The investments in this particular paradigm are >>>> enormous, and include ways of life, ways of making a living, and for some, >>>> life itself. Messing with all of that cannot be done lightly. >>>> >>>> And yet the anomalies persist. Some are quite subtle and are perceived >>>> only as a growing sense that “things are not working as we expected.” >>>> However, when the system/organization seems broken, it is clear that we >>>> must fix it and we think we know how. If the organizational process is >>>> screwy, then obviously we need Process Re-Engineering. But it didn’t work. >>>> We try harder and harder, doing variants of what we’ve always done, and >>>> (surprisingly) we get what we’ve always got. But hope springs eternal, and >>>> someday we will find The Fix. Or so it says in all the books. Maybe. >>>> >>>> Other anomalies are not so subtle. Open Space Technology is such an >>>> anomaly. I believe it to be true that Open Space violates virtually all >>>> principles and practices of traditional organizational theory and >>>> management practice. To the extent that it (OS) works as we have >>>> experienced it working – much if not all of current practice is called >>>> into question. My view is doubtless biased, but some 20 years ago, a >>>> senior official from the American Society for Training and Development >>>> (pardon the repeat) seemingly had the same impression when he told me, >>>> after hearing what happened in Open Space, “Harrison, if what you say is >>>> true, then 99% of what we are currently do does not need to be done.” I >>>> would have been greatly relieved had I been able to argue with him. But I >>>> couldn’t. I can’t. >>>> >>>> So David(s) – where does that leave us? Discretion might dictate picking >>>> up our toys and going home. Others might suggest heading for the >>>> barricades. Personally I don’t think either possibility is very useful. I >>>> simply cannot deny what I have experienced in Open Space, nor can I resist >>>> the compulsion to share the experience in whatever way with whomsoever >>>> might show up. I think the bottom line may come down to: Move slowly with >>>> empathy, and be prepared to wait. >>>> >>>> And what would that mean for us and what we do...? At a practical level, >>>> it could mean something like this. Let’s suppose that the Management of a >>>> very traditional Organization shows up on our doorstep. They are concerned >>>> that organizational function is dismal, the people seem to dislike each >>>> other and what they are doing, and profits have disappeared. The request >>>> is simple: Help! Somewhere they heard about Open Space and believe (hope) >>>> it could fix their system, or at least make a start. >>>> >>>> It sounds like a marvelous opportunity, and a natural response would be, >>>> YES! At least that would be my response. All the essential preconditions >>>> for OS seem to be in place (real issue, complexity, etc) – BUT ... There >>>> are some issues to consider. First, if by “fixing their system” the client >>>> means that the “traditional Organization” is going to be put back together >>>> as it once was, that is a real problem, I think. The reason is simple – >>>> the root of their problems is precisely the system (understanding of >>>> organization) they were working under. Make it even stronger. Were I to >>>> design a system that would maximize separation and alienation, minimize >>>> creativity and collaboration – I don’t think I could do any better than >>>> the system they were operating under. Fixing, or restoring that system >>>> would only compound their misery. Secondly, Doing an Open Space in that >>>> organization is quite likely to increase the general dissatisfaction with >>>> how things are done. As one senior executive from a very traditional >>>> organization said to me following an Open Space we did, “You have ruined >>>> me for work in this place. I am not sure whether to thank you or hate >>>> you.” Talk about being caught on the horns of a dilemma! If fully >>>> successful with my task (opening space), I will have failed the clients’ >>>> primary expectations (fixing the system) and simultaneously raised the >>>> level employee dissatisfaction. >>>> >>>> All true, I think. And I would still do the Open Space, but my reasons >>>> could cause some problems unless very carefully explained, and that >>>> explanation itself is problematical. At one level I will do the Open Space >>>> because I know that it will enable people to be more comfortable, >>>> powerful, sure of themselves. That’s the easy part. But at another level I >>>> will do the Open Space in order to introduce anomaly... one more nudge >>>> towards Paradigm Shift. >>>> >>>> I know full well that I can’t shift paradigms for people. The same is true >>>> of Transformation, which has a lot to do with paradigm shift. Both will >>>> happen all by themselves...or not. But I can and will nudge when given the >>>> opportunity. After that it is all about waiting... >>>> >>>> So what do you think about all that? >>>> >>>> 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 >>>> >>>> From: [email protected] >>>> [mailto:[email protected]] On Behalf Of David Osborne >>>> Sent: Monday, February 03, 2014 9:47 AM >>>> To: World wide Open Space Technology email list >>>> Subject: Re: [OSList] Trust >>>> >>>> I'm not sure I agree OS fails as a management tool.....Self-Organization >>>> has become the lens I look at all my work as an individual who supports >>>> groups and organizations in change and in my leadership and management >>>> development work. It's not an either / or for me os works or doesn't work >>>> as a management tool. >>>> >>>> Leadership is simply supporting an organization in moving toward its >>>> goals. The invitation in OS is the goal or issue that people care about. >>>> What I have found is that as I'm able to share the conditions that support >>>> self-organization and how they can be integrated into individuals >>>> leadership approach that the leaders move toward approaches that support >>>> greater and greater self-organization. This is not top-down, traditional >>>> leadership or management. As you propose in Wave-Rider Harrison, I believe >>>> the principles of OS / self-organization can be integrated as a leadership >>>> approach with great results. >>>> >>>> David >>>> >>>> >>>> >>>> >>>> On Mon, Feb 3, 2014 at 8:57 AM, Harrison Owen <[email protected]> wrote: >>>> David – I would totally agree that OS “ utterly fails as a management >>>> tool.” Then again I think that OS shares this fate/condition with all >>>> other “management tools,” at least as I understand “management” and “tool” >>>> in the context of enabling effective human performance. And thereby hang >>>> the beginning of a long and useful discussion, I think. >>>> >>>> ho >>>> >>>> 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 >>>> >>>> From: [email protected] >>>> [mailto:[email protected]] On Behalf Of David >>>> stevenson >>>> Sent: Monday, February 03, 2014 1:51 AM >>>> To: World wide Open Space Technology email list >>>> Subject: Re: [OSList] Trust >>>> >>>> Ho indeed Harrison! OpenSpace opens space for freedom of spirit and heart, >>>> choice and the weaving of our fates and destinies with that of our world, >>>> it does not achieve complience and so, at least to the extent that people >>>> are to be managed... >>>> On Saturday, February 1, 2014, Harrison Owen <[email protected]> wrote: >>>> Brendan said: “And in my view , all germinating from that initial transfer >>>> of trust between mentor and sponsor” Right on! I don’t think it makes a >>>> bit of difference how elegantly one “does” the Open Space. It is really >>>> all about TRUST. When I said that anybody with a good heart and good mind >>>> can “do it,” that is just a long winded way of saying what I’ve always >>>> found to be true. Expertise is interesting. Integrity and Trust are >>>> essential. A new comer to the OS world, opening space for the very first >>>> time, muffing some lines, and forgetting others – can do every bit as well >>>> as a 20 year veteran. The coin of the realm is Integrity, authenticity, >>>> trust. But none of that should be news, for that trio is the bedrock of >>>> all positive human encounter, I think. Which may just be another way of >>>> pointing out that OS is not some special process we do, it is just life >>>> lived well. Or something. >>>> >>>> ho >>>> >>>> >>>> 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 >>>> >>>> From: [email protected] >>>> [mailto:[email protected]] On Behalf Of Brendan >>>> McKeague >>>> Sent: Saturday, February 01, 2014 12:57 AM >>>> To: World wide Open Space Technology email list >>>> Subject: Re: [OSList] Sponsor PreWork Conversation (long) >>>> >>>> A very interesting question Chuni Li... >>>> >>>> The sponsor was being mentored by one of my colleagues in our local Open >>>> Space community of practice (Wave Riders) who suggested to him that OS was >>>> the right method/model for the task at hand. As his coach (the formal >>>> role as perceived by the organisation), my colleague encouraged the >>>> sponsor to get in touch with me to avoid any perceived conflict of >>>> interest. The sponsor researched OS for himself first and then engaged me >>>> to provide the specialist knowledge....Harrison often says that anyone >>>> with a good heart and head can open space - and I agree - while at the >>>> same time, I acknowledge that 'Open Space wisdom' is often helpful, if not >>>> necessary, in situations of increased complexity and potential conflict. >>>> >>>> After his initial attraction to OS in theory, and as part of his research, >>>> the sponsor then ran a mini Open Space within his own jurisdiction to see >>>> how it worked in reality - he wished to speak from his lived experience >>>> when engaging with his higher-uppers. He also watched a few of the >>>> growing library of YouTube clips that are so wonderful for educating >>>> potential sponsors. >>>> >>>> Now totally convinced, the transfer of trust was complete at various >>>> levels....trusting the process (OST works) AND trusting the facilitator >>>> (who was aligned with the essence of OST - i.e living in it) AND trusting >>>> that both facilitator and process were 'fit-for-purpose' in this context. >>>> >>>> And in my view , all germinating from that initial transfer of trust >>>> between mentor and sponsor >>>> >>>> Hope this story helps >>>> >>>> Cheers Brendan >>>> >>>> >>>> >>>> On 31/01/2014, at 1:10 PM, [email protected] wrote: >>>> >>>> Thank you Brendan for taking the time to organize and share this >>>> information - so precious and such a generous gift! >>>> >>>> I am curious about the sponsor who "put his neck out" to make the event >>>> happen. >>>> Had he experienced OST before? Did you have to "convince" him? What made >>>> him willing to "jump through the hoops?" Was it the OST process or was it >>>> you that he trusted? >>>> >>>> Chuni Li >>>> New Jersey >>>> >>>> From: Brendan Mc >>>> >>>> >>>> -- >>>> David Stevenson >>>> Sent from Gmail Mobile >>>> >>>> _______________________________________________ >>>> OSList mailing list >>>> To post send emails to [email protected] >>>> To unsubscribe send an email to [email protected] >>>> To subscribe or manage your subscription click below: >>>> http://lists.openspacetech.org/listinfo.cgi/oslist-openspacetech.org >>>> >>>> >>>> -- >>>> David Osborne >>>> <image001.jpg> >>>> www.change-fusion.com | [email protected] | 703.939.1777 >>>> >>>> _______________________________________________ >>>> OSList mailing list >>>> To post send emails to [email protected] >>>> To unsubscribe send an email to [email protected] >>>> To subscribe or manage your subscription click below: >>>> http://lists.openspacetech.org/listinfo.cgi/oslist-openspacetech.org >>>> >>>> >>>> -- >>>> David Osborne >>>> >>>> www.change-fusion.com | [email protected] | 703.939.1777 >>>> >>>> _______________________________________________ >>>> OSList mailing list >>>> To post send emails to [email protected] >>>> To unsubscribe send an email to [email protected] >>>> To subscribe or manage your subscription click below: >>>> http://lists.openspacetech.org/listinfo.cgi/oslist-openspacetech.org >>>> >>>> >>>> _______________________________________________ >>>> OSList mailing list >>>> To post send emails to [email protected] >>>> To unsubscribe send an email to [email protected] >>>> To subscribe or manage your subscription click below: >>>> http://lists.openspacetech.org/listinfo.cgi/oslist-openspacetech.org >>> >>> >>> _______________________________________________ >>> OSList mailing list >>> To post send emails to [email protected] >>> To unsubscribe send an email to [email protected] >>> To subscribe or manage your subscription click below: >>> http://lists.openspacetech.org/listinfo.cgi/oslist-openspacetech.org >> >> >> -- >> >> David Osborne >> >> >> >> www.change-fusion.com | [email protected] | 703.939.1777 >> >> _______________________________________________ >> OSList mailing list >> To post send emails to [email protected] >> To unsubscribe send an email to [email protected] >> To subscribe or manage your subscription click below: >> http://lists.openspacetech.org/listinfo.cgi/oslist-openspacetech.org > _______________________________________________ > OSList mailing list > To post send emails to [email protected] > To unsubscribe send an email to [email protected] > To subscribe or manage your subscription click below: > http://lists.openspacetech.org/listinfo.cgi/oslist-openspacetech.org
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