Dear Diane,
in German, topic is "Thema"... which is nowhere near "an issue for which
I have a passion and am definitely going to do something about"...so in
Germany, I speak of "Anliegen" (which, broadly speaking, might translate
into "something thats very close to me and I need to take care of").
This seems to help a bit in making the difference between os and
brainstorming.
Using the words "issue" instead of topic and "Anliegen" instead of Thema
also seems to go beyond "announcing" something, its much more
powerful... especially when you state your name when putting your issue
into the void (if I remember right, in brainstorming people dont say
their names when they toss in an idea).
My hunch is that the words I use in my work with OST transmits something
about what is characteristic to OST... of course, stories are also great
and powerful...
cheers
mmp
On 01.02.2012 22:37, Diane Gibeault wrote:
Hi Harrison,
This piece is very useful. If there is one thing people often associate
OS with when trying to describe it it's brainstorming.
Many see a connection between throwing out ideas without order and the
OS announcement of topics and the look of chaos at the market place.
They miss a very important distinction. In OS topics are well thought
out and are anchored in passion and the biggest distinction of all I
think: they are tied to responsibility.
The research on the effectiveness - or lack of - of these two methods
and the similarity in the success factors of the Building 20 method and
Open Space can be just the nudge that some sponsors need to get out of
their comfort zone and make the leap.
Thanks for this nugget Harrison,
Diane
------------------------------------------------------------------------
*From:* Harrison Owen <[email protected]>
*To:* 'World wide Open Space Technology email list'
<[email protected]>
*Sent:* Wednesday, February 1, 2012 10:54:51 AM
*Subject:* [OSList] Space. Wonderful Space!
Our continuing conversation about Charrettes, space and architects
coalesced in my mind (and reading) with an article from The New
Yorker, entitled /GroupThink: The brainstorming myth/. The tale is a
little shaggy, but goes straight to the heart multiple discussions
we have had over the years about space, it’s quality and uses. The
author, Jonah Lehrer, starts out talking about brainstorming, that
hoary method created by Alex Osborn in the late forties. The method
is a simple one. Given an issue of concern (advertizing campaign,
new product, etc) people sit around and shout out ideas as fast as
they can. The only rule is that there be no criticism. Just let the
ideas roll. Sounds wonderful, and the presumption was that all sorts
of juicy, creative ideas would spring forth. In fact “brainstorming”
and creativity have almost become synonymous in some circles. The
only problem, according to Jonah, is that just isn’t so. After a
rather extensive review of the Creativity Literature, brainstorming
came in pretty much dead last. It turns out that other factors (not
a lack of criticism) enhance the creative output, including such
things as diversity of opinion, random associations, lack of a plan,
multiple interest groups, etc – and perhaps most important a space
that permits and encourages all of that. “Space” here is not just
physical space, but would include cyberspace, intellectual space –
but at the end of the day, at least for Jonah, physical space (as in
buildings) is what he concentrates on. One might presume that the
best of such physical space would be elegant, clean, rationally
organized, well provisioned, carefully planned etc. But it turns out
that the “winner-take-all” structure was an anomalous monstrosity
known a Building 20.
Building 20 was built on the M.I.T campus during World War II to
house a major (and secret) research project. It was huge and
literally thrown together in weeks – all plywood with few amenities.
Supposedly it was to have been torn down at the war’s end but
returning students and rapid growth left the University hungry for
any sort of space. And so a motley assortment of people and
departments were consigned to the monster. The initial reaction was
doubtless less than positive – but it turned out the Building 20 had
major advantages. Because there was no rational plan, people went
everywhere, bumping into each other, wandering through other
departments, talking to each other regardless of departmental
affiliation... And because the walls were plywood, they could be
moved, torn down, rearranged – Total chaos!
Jonah’s concluding paragraphs are marvelous, I think…
“Building 20 and brainstorming came into being at almost the same
time. In the sixty years since then, if the studies are right,
brainstorming has achieved nothing – or at least less than would
have been achieved by 6 decade’s worth of brainstormers working
quietly on their own. Building 20, , though, ranks as one of the
most creative environments of all times, a space with almost uncanny
ability to extract the best from people. Among M.I.T. people it was
referred to as the “magical incubator.”
The fatal misconception behind brainstorming is that there is a
particular script we should all follow in group interactions. The
lessons of Building 20 is that when the composition of the groups is
right – enough people with different perspectives running into one
another in unpredictable ways – the group dynamic will take care of
itself. All these errant discussions add up. In fact they may even
be the most essential part of the creative process. Although such
conversations are occasionally unpleasant – not everybody is always
in the mood for small talk and criticism – that doesn’t mean they
can be avoided. The most creative spaces are those which hurl us
together. It is the human friction that makes the sparks.”
I particularly like, “The lessons of Building 20 is that when the
composition of the groups is right – enough people with different
perspectives running into one another in unpredictable ways– the
group dynamic will take care of itself.” Sounds a lot like our
learnings from Open Space, and had he used the magic words,
“self-organizing” my day would have truly been made. But he surely
came close, noting that “the group dynamic will take care of
itself.” And had he cited the 5^th Principle (Wherever it happens is
the right place) – Wow! But he surely did good!!
You can read all about it yourself: “GroupThink: The brainstorming
myth,” Jonah Lehrer, The New Yorker, January 30, 2012, pg 22ff
Harrison
Harrison Owen
7808 River Falls Dr.
Potomac, MD 20854
USA
189 Beaucaire Ave. (summer)
Camden, Maine 20854
Phone 301-365-2093
(summer) 207-763-3261
www.openspaceworld.com <http://www.openspaceworld.com>
www.ho-image.com <http://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
_______________________________________________
OSList mailing list
To post send emails to [email protected]
<mailto:[email protected]>
To unsubscribe send an email to [email protected]
<mailto:[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
--
Michael M Pannwitz, boscop eg
Draisweg 1, 12209 Berlin, Germany
++49-30-772 8000
[email protected] www.boscop.org
Check out the Open Space World Map presently showing 417 resident Open
Space Workers in 67 countries working in a total of 142 countries
worldwide: www.openspaceworldmap.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
