Chris: Michael is right that we have lots of experience here in Ontario, Canada, with OS being more than a lost leader but as part of a change process -- with some evidence of real results in a number of organizations -- community, government and corporate. It is not only "part" it is integral and essential as an "accelerator" of self-organization and change. Starfield has called it the Project Accelerator or Performance Accelerator and it is engages change processes that also need the best skills of "project planning" or leadership to move to implementation of specific pieces. The cultural and momentum shift, plus the learning with OST accelerates the self-organization and the change (If it fits). Or it doesn't and that is important learning.
The case I have been sharing on the OS List is one of the best examples. We are one external player in the change process of this large organization. We have worked at most levels with OST events as part of change agendas. Michael: You said: "For me as facilitator working with teams (often groups of 7 or more) its proven to be useful to consciously design the "hierarchy" for the team and for the interaction of the team with other subsystems (catering, publishing, facility management, the sponsors, child-care, sound technician, press/radio/television, etc.) for the open space-event (including pre-meetings, setting up the os, the os itself, follow up)." I'm not sure I understand what you mean. I usually don't get involved in "designing" the hierarchy in systems I'm in. They usually have one in place, but it may not work very well. When I work with a "sponsor" developing an OST event as part of a change process, I get as clear as necessary with them about the nature of the decision structure within which they are working -- who makes what "formal" decisions. The sponsor group is often a cross section, but not always. Clarifying the "context" within which they are fostering change and opening space is critical at the beginning. That makes it more likely they will understand how to "coordinate" the energy and clarity (do its) that emerge from the OST and convergence in relation to what is being pursued. I think that Elliot Jacques studies of hierarchy do suggest that it also "emerged" historically for certain kinds of reasons, like efficiency of putting out fires. It is possible for accountability structures (hierarchy) to function better than they do in most systems. As Ken Wilbur would say -- everything has some truth for its "stage". (Hierarchy comes out of Blue -- Traditional and Orange -- Scientific/Rational). So, OST transcends (and includes) the hierarchy in organizations. For most complex systems it does not eliminate it at this stage in the consciousness development of the people in the organization. But, being intentional about "self-organization" enlivens and maybe transforms and makes it more possible to find "fit". Larry Larry Peterson Associates in Transformation Toronto, ON, Canada 416.653.4829 [email protected] www.spiritedorg.com * * ========================================================== [email protected] ------------------------------ To subscribe, unsubscribe, change your options, view the archives of [email protected], Visit: http://listserv.boisestate.edu/archives/oslist.html
