I continue to experiment with opening small spaces, sometimes in the context of other processes. I have seen some remarkable breakthroughs, some good discussions and a couple of fizzles. I do think it relates to the nature of the group and the task at hand (as it always does). It is a risk, but so is a 2.5 day event. In 2.5 days people ususally have enough time to work things out--but not always.
I included a four hour open space in a six hour planning process recently and it was extremely successful---clients words. It was a group of 15 people. The first two hours were to set context and discuss strategic assumptions for an Opthamology Department under siege. The Open Space was 1/2 hr opening, two 45 minute start times, 1/2 hour next steps and 1/2 hour closing. They created five vision elements for the future of the department with will enthusiasm--they were pumped. At a 3 month follow-up, they had made real progress on all five possible strategic directions and we reviewed and set further priorities for action in a couple of hours. I tried to negotiate more time--being doctors they said no. It was drop the contract or do what I could. Being doctors they were used to workingin 45 minute time frames. The task was clear, the size was small, the context was set--and new energy and idea breakthrough happened. Larry
