In terms of organizational structure, your recommendations, which I like,
lead to the notion that an agency should not be looked only as "them" - it
includes individuals who might be the most appropriate ( out of passion and
responsibility) people to lead efforts across agencies.
The people who lead these efforts could meet and get the support of an
across the agencies managerial forum.
This process can loosen the boundaries (and ego) of each agency, and help
strengthening the individuals, the core mission of each agency and the
`common good` of the whole.
Avner Haramati
----- Original Message -----
From: "Pankaj Bhargava" <[email protected]>
To: <[email protected]>
Sent: Saturday, July 28, 2007 8:29 PM
Subject: Re: needing some advice
That's an interesting way to look at it. In practical terms would I be
right in understanding that Jon needs to identify a team willing to act,
get them going, share the outcomes publicly and then move on to the next.
And keep doing this till it is a critical mass.
Regards
Pankaj
-- original message --
Subject: Re: needing some advice
From: Harrison Owen <[email protected]>
Date: 28th July 2007 7:10 am
Jon -- I think you "OD Intuition" is working splendidly. The strategy
proposed by "the opposition" is pretty obvious. They want you to create a
management team which they can control (overtly or covertly). But you must
understand, as I am sure you do understand, that this is an argument you
can
never win. So don't argue -- Do! What I mean is don't get all
philosophical,
focus on program and practicality. Specifically -- identify the concrete
programmatic needs/opportunities which involve everybody -- and open
space,
after space, after space. Keep moving. Fast!! And each time you Open
Space,
drive towards action. Create a website where action plans can be
displayed,
conversations continued, and concrete results (presuming there are some)
celebrated. This really all about transparency. If you keep everything
public (not hidden in some "management committee") folks will quickly see
what is working and/or not -- and who is doing what, or not.
I had essentially the same situation you are facing (I think) some 30
years
ago. My responsibility was to implement a (US) Congressional mandate
requiring the divisions of a very large federal (health) agency to
collaboratively pursue some new program directions that they had never
seen
as part of their mission -- and had no desire to change. I had no budget,
no
(official authority) and I was essentially brand new to the agency. My
advisors told me that I must immediately get some budget, claim authority
and force the action. I knew that would be ineffective -- but more to the
point -- suicidal. Instead I moved fast, usually below the radar and
opened
programmatic spaces that challenged and excited people. As soon as the
action would start and take some definitive form I got out of the way. At
the end of the first year and a half, we had something like 100 million
dollars of other people's money committed to the new collaborative
program.
Now some 30 years later, the whole thing has become essentially a new
discipline with departments in most medical schools, a journal, and a
professional society. But you got to keep moving, open space, and get out
of
the way.
Harrison
-----Original Message-----
From: OSLIST [mailto:[email protected]] On Behalf Of Jon
Harvey
Sent: Friday, July 27, 2007 6:44 PM
To: [email protected]
Subject: needing some advice
Hi all
I have a new job - where my role is to coordinate the collaboration of a
number of independent but connected agencies - they share a common
concern but are geographically distinct. But they (and the public they
serve) would greatly benefit from closer working between them - either
by creating new joint functions or harmonising their existing
operations. This can and will increase effectiveness and efficiency.
At the moment - I have no team as such beyond a very capable PA and a
chap who has been allocated to me - on a temporary basis. I am three
weeks into this new role. I see my role as helping to create the
conditions into which these sovereign agencies (with some very forceful
people at their helm) feel able and trustful enough so that they cede
some of their autonomy and establish some new (arms length) business
units. To date (before my arrival) - a number of business cases had been
produced for taking this strategy forward.
My dilemma is this (and your perspectives would be helpful): I am
getting pressure from one (and one other) of the more 'pushy' agencies
to recruit and establish a programme management team that would (in
effect) wrest control of these embryonic collaboration projects away
from the agencies themselves and place it under the mantle of the
regional programme team. The argument being that only with this level of
'support' and 'drive' would the projects come to fruition. My OD bones
are telling me otherwise - as I think I want to keep the space open -
and have the ownership of the projects resting very firmly with the
agencies themselves - in other words I think they have to own their own
collaboration initiatives (not the central / regional team).
So am I wrong to sticking with my OD intuition?
If not - what should be my arguments for going for a more facilitative /
hands off and slimmer team - that works in an open and OD way? (We have
a critical meeting next week - and I fear there will be attempts to
bounce me into the more directive programme team model - before I have
had the chance to test the water some more - as the other agencies may
also be thinking the same....)
It's is a bit complex I know - and I know I have also talked in some
oblique code for the sake of confidentiality (I am afraid) - but your
insights would be valuable. I can't think of a bunch of wiser kindred
people than you lot on the OST listserv - who might be able to offer me
some helpful / cogent / challenging advice...
In advance - thanks.
Jon
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