two more thoughts. the image that's coming now for open space in prime/oaa is that of a trim tab, the small rudder at the trailing edge of the main rudder. it helps to nudge the rudder into the desired direction. see the clip from wikipedia, a quote from buckminster fuller, below.
the second thought is that with os bounding this period of experimenting, the combination can be scaled to be large enough to create a substantial heartbeat or pulsation in the direction of change, transformation, evolution. yes, we have heartbeats, but we can also see pulsation in cells. it's the out-beat of that pulse that gives cells the movement they need to divide and organisms to grow, for instance. the os-XXdays-os form allows organizations to create and repeat this pulse on any scale that fits. and now that bit about bucky and trim tabs: The engineer Buckminster Fuller <http://en.wikipedia.org/wiki/Buckminster_Fuller> is often cited for his use of trim tabs as a metaphor for leadership and personal empowerment. In the February 1972 issue of *Playboy*, Fuller said: Something hit me very hard once, thinking about what one little man could do. Think of theQueen Mary <http://en.wikipedia.org/wiki/RMS_Queen_Mary>—the whole ship goes by and then comes the rudder. And there's a tiny thing at the edge of the rudder called a trim tab. It's a miniature rudder. Just moving the little trim tab builds a low pressure that pulls the rudder around. Takes almost no effort at all. So I said that the little individual can be a trim tab. Society thinks it's going right by you, that it's left you altogether. But if you're doing dynamic things mentally, the fact is that you can just put your foot out like that and the whole big ship of state is going to go. So I said, call me Trim Tab. —Buckminster Fuller The official newsletter of the Buckminster Fuller Institute <http://bfi.org/> is called "Trimtab".[2] <http://en.wikipedia.org/wiki/Trim_tab#cite_note-2> -- Michael Herman Michael Herman Associates 312-280-7838 (mobile) http://MichaelHerman.com http://OpenSpaceWorld.org On Thu, Mar 26, 2015 at 11:09 AM, Michael Herman <[email protected]> wrote: > two quick thoughts to add to this, which i'm very much enjoying, many > thanks to daniel and all. > > 1. i think there is something else that is happening in this os-100days-os > form. daniel, you wonder here if we can "shock organization into" and that > has a subject-object form. one of the things that might prove important > about the os-100days-os form is that it is a significant enough span of > time that the facilitator/coach can be IN IT all with people. maybe even > HAS to be. and this might serve to erode any illusions of the guide being > separate from the main of the expedition. it's important to be WITH people > and this may make the being with more easy to perceive and believe. > > 2. less significantly perhaps, you mention "standard guidance" about how > much notice to give for an os meeting or event. the numbers you mention > are first i've ever heard of such a thing. my own "standard" response to > the question of how far in advance must we give is: "that depends. are you > two week people? or four week people? some people are year people, > scheduling the next annual event at the moment of finishing each one. what > kind of (calendar) people are you?" > > loving the generalization of oaa to prime/os. can't find the prime/os > name explained anywhere. why "prime/os"? > > > > -- > > Michael Herman > Michael Herman Associates > 312-280-7838 (mobile) > > http://MichaelHerman.com > http://OpenSpaceWorld.org > > > On Tue, Mar 24, 2015 at 12:55 PM, Daniel Mezick via OSList < > [email protected]> wrote: > >> Hello All, >> >> I think is is essential to acknowledge the source and the content of the >> 3 'phases' of OAA. >> >> It's the OSLIST community. >> >> When orgs start with this "process-change" stuff, they are getting some >> "training-wheels"..... with the 100 days bracketed (some may say: >> *contained*) by a "begin/end boundary" .....defined by time....100 days. >> It's not just a time-based container though....it's' more like a field with >> some weird attraction and repulsion properties. >> >> The various people in the situation do shift...many 'resisters' become >> 'tolerators' of new ideas. And some 'tolerators' become 'supporters' of new >> ideas. And truth be told, some just never, ever change their minds. Which >> is OK. Part of the process. So there is this containment aspect, and this >> attract/repulse "field" aspect I haven't quite figured out yet... >> >> ...At "OST-2", that ending OST meeting, the meeting is as actually more >> of a PROSPECTIVE than a 'retrospective', although there is (for sure) a >> retrospective aspect to that meeting. >> >> However what experience has taught is the following: >> >> >> 1. That OST2 has people VERY passionate and ready to work. They know >> the OST game now, and those not passionate on the theme do avoid it... >> 2. Attendance overall is lower... >> 3. As a consequence, the OST-2 Closing Circle is smaller, however.... >> 4. Those people in that OST-2 Closing Circle are fully *energized*....and >> the new *champions*....the "passionates" that literally REPLACE THE >> COACH and help shift the whole darned thing. >> >> >> ....so that 2nd meeting is a VERY BIG DEAL. These "passionates" know >> EXACTLY what they want to see happen after that meeting, and they are not >> shy about saying it. The topics tend to be WAY more clustered around 1 or 2 >> big ideas, usually 1 big "here and now we need to do THIS" kind of a theme. >> >> >> >> So they go DO that. It's not like I need to do anything. I just watch-- >> pretty much teh last thing I do there before I vacate. >> >> Now after that, they may schedule a OST-3....that is their call. Often >> they do immediately go and do that, but I have absolutely nothing to do >> with it. >> >> I (in Agile-coach role) actually vacate after OST-2. And they just "take >> off" to the next level. They may or may not do OST-3. They usually do. At >> one place I helped identify a OST facilitator....my guidance being, "get >> one from outside your org if you want to do a 3rd OST." That said they do >> whatever they like.... >> >> Summarizing: >> >> >> - OST-1 to OST-2: Phase 1 OAA >> - OST-2 to OST-3: Phase 2 OAA >> - After that: no "scheduled" OST events any more. Phase 3 OAA >> >> >> ....this idea comes from advice given here by Anne Stadler and others, >> from the the harvested learnings from Spirited Work. >> >> Scheduling the OST beyond OST-3 might be kind of dead and liveless right? >> >> Where is the BURNING ISSUE?!? Can such an issue be scheduled? Planned? >> Managed? >> >> Doing so would be kind of weird right? Where's the passion? There has to >> BE SOME. >> >> >> >> So: everything has a beginning, middle and end. And for sure the OAA >> passage-rite is designed to be EXACTLY like that. It starts: OST-1. There >> is a messy middle: the 100 days. And there is an end: OST-2. That end is >> punctuated by THE COACH VACATING. At the last place I did this, I told them >> I was not available by email or phone or text for 30 days. >> >> That worked really amazing actually. Better than I had hoped. They really >> got busy doing stuff and when I came back to observe, it was really cool. >> They had taken things into their own hands, it was crazy-good. And they did >> do another Open Space (OST-3) and someone from here on OSLIST ("the unnamed >> woman of mystery") did facilitate that. >> >> And I have no idea what that org might actually do next. I suspect it >> will be very interesting however..... >> >> Daniel >> >> >> >> >> >> >> >> On 3/24/15 1:22 PM, Martin Grimshaw via OSList wrote: >> >> Hi folks >> >> Just wanted to say I enjoyed this exchange. As a collaborator of Francois >> Knuchel working with Daniel Mezick in developing Open Agile Adoption and >> Prime/OS into our adaption, Open Smart Transformation (provided by >> Caterfly) to take Daniel's ideas and model way beyond Agile to support >> shifts to Smarter Working or solving problems together using Open Space, I >> have to say I heartily agree with what has already been said on this >> thread. But it is not because my business benefits from saying that; >> rather, it is because of the power of Daniel's innovation in using OS in >> bringing self-led collaborative change that Francois and I have launched a >> business service based upon it. >> >> Jan: I love the language you used, using 'Open Spaces as a 'heart beat' >> in organizations'. I'll certainly use that metaphor in the future :) >> >> Warm wishes >> >> Martin Grimshaw >> >> There's Better Ways Of Working <http://2bwow.org.uk> >> Twitter @ThrivingPlanet <http://twitter.com/ThrivingPlanet> >> LinkedIn <http://www.linkedin.com/in/martingrimshawbrighton> >> >> Caterfly <http://caterfly.co.uk> >> Twitter @CaterflyOST <http://twitter.com/CaterflyOST> >> <http://twitter.com/ThrivingPlanet> >> Follow our Smarter Working <http://caterfly.co.uk/the-buzz/> blog >> >> *Smarter. Sharper. Together. Helping you achieve a smarter workplace* >> >> On 23/03/15 17:58, Suzanne Daigle via OSList wrote: >> >> Daniel, >> >> *Thank You* for this and all that preceded it. I've been going through >> my own angst on the same questions that you've just posed. >> >> Plus something that Harrison said earlier: >> >> The “*cure*” would then be to stop the wounding, at least until we >> could see how things might go. Of course, if the situation really is >> *terminal*, then by all means, Bring it on! That could be SCRUM, >> Facilitation, Last Rites, whatever... >> >> >> Stop the wounding, see how things might go.... less is more and letting >> go is a *very tall order*! >> >> I know that from what I personally struggled with *after* my first >> experiences in Open Space. As a manager, a leader, a mom, a friend, I got a >> sense of where I had been controlling too much and doing too much under the >> auspices of coordinating, helping, and yes, even leading. For a period of >> time, I even questioned what my whole life had been -- these were not easy >> questions. Others I know will suffer the same insights (grief indeed!). >> What's worse is that our top down hierarchy organizational models have >> rewarded us for this calling it good leadership. Control is embedded >> everywhere...insidious almost. >> >> As a facilitator, I saw the emergent bliss of others experiencing Open >> Space. I witnessed the great good that came of it with some degree of >> "sticking" power. But I could not deny that people were going back to stuck >> systems and practices in their ways of working with many remaining >> questions buried inside them. The opportunity of "seeing of how things >> go"...with the opportunity to reinvent the work of the business while also >> running the business itself seemed a mammoth task! I felt there was more >> for me to do, not singlehandedly or in an enabling way but in a roll up our >> sleeves, let's figure this out together. It's why I was so drawn to >> Agile...because I felt it supported the journey towards self-organizing, a >> journey with collaborative practices that had application beyond software. >> >> Is it considered "terminal" if we help either with Scrum or other >> distributed leadership processes/practices that self-management companies >> are utilizing now (like Morning Star, W.L. Gore) to break the cycle of >> control and predictability embedded in our command/control structures? >> Would that be organizing the self-organizing? >> >> What you described Daniel...as raw as it is (body bags is not an >> exaggeration!) does strike a deep chord. Thank you for articulating it so >> well. >> >> I am heartened by your words as I hope for the same. >> >> Is Open Space JUST for orgs that are in *total crisis*....those that >> are *completely freaked out*....and completely out of aces and perceived >> options? >> >> Because, I suspect OST is a lot more robust than that. .. A lot more >> versatile than that. >> >> >> I also connected with what Francois so eloquently and passionately >> described. >> >> >> OK, so what? So what, you may say, if you’re not into agile. Well what >> Daniel has introduced *goes way beyond agile*. The framework Daniel has >> put together, surely, is relevant to any adoption (implementation of a new >> system or working practice), not just agile. It relevant to lean adoption, >> responsive adoption, environmental management adoption – indeed it is >> *relevant >> to any change or transformation process*. So guys, forget the agile >> bit, what Daniel is introducing is a way of introducing fundamental >> transformation into any organisation and *making it stick*. >> >> >> In the pursuit towards self-organization (self-management), between >> less is more and letting go, I believe there is important work to be done >> in the way of "opening space and holding space" with the same >> intentionality as is there when we facilitate. I do not want to be in the >> sidelines of this work. Nor do I want to control it. >> >> Options, stepping stones, make some stew together, etc. Rolling up our >> sleeves to do the work that needs doing and figuring out how the evolution >> from "here" to "there" might go, helping each other however those roles >> play out, it seems to me that that is what life and the real work of life >> is all about. >> >> Having said all this, there is a part of me that still wonders... if >> "doing nothing is not the doing of everything" though I have yet to >> conceive what "doing nothing that is everything" really is. >> >> For now I won't overthink it cause I fear I'll be missing out on the >> best of life if I live in my head too much on these questions. Best to >> experience as it unfolds. >> >> Suzanne...trekking on! >> >> >> >> >> >> >> Suzanne Daigle >> Open Space Facilitator >> NuFocus Strategic Group >> >> FL 941-359-8877 >> Cell: 203-722-2009 >> www.nufocusgroup.com >> [email protected] >> Twitter @Daiglesuz >> >> >> On Mon, Mar 23, 2015 at 10:59 AM, Daniel Mezick via OSList < >> [email protected]> wrote: >> >>> Friends and Citizens of OSLIST: >>> >>> Greetings. >>> >>> As I continue to think, and get experience and learn, I realize that >>> what I often "see and hope for an org" and "what is possible right here >>> right now" .....those 2 items have a big, huge gap. Certainly a lot of the >>> gap can be closed in one step....but THE WHOLE THING? >>> >>> So for example: yes, it is a great aspirational goal to "eliminate all >>> meetings", and even have Open Space as a passing aha (...we graduated! We >>> no longer need OST!!) and so on. >>> >>> Question: How do you get there... without various people going out in >>> body bags from stress? From freaking out? from culture shock? >>> >>> Eliminating any and all forms of meeting AND getting rid of any formal >>> facilitation are all great goals....to bring the org to such a state of >>> advancement that, well, you know, they are just AMAZING....all open space >>> all the time.... >>> >>> Now: is speeding that up beyond what people can handle actually a good >>> idea? >>> >>> Wondering.... >>> >>> So for example getting rid of all meetings might go like this: >>> >>> 1. Facilitate all meetings or awhile >>> 2. Make all meeting optional, too >>> 3. Eventually, just GET RID OF all meetings. >>> >>> This progression (through time) makes sense to me. >>> >>> Because, to tell you the truth, "step 1" ain't as easy as it looks.... >>> >>> ...now, can we just SHOCK an org into evolving? >>> >>> Does the real world really work that way? >>> >>> Consider the guidance for the Open Space invitation: "4 to 6 weeks in >>> advance." Yes we can do 2 weeks or 2 days, that said.... the standard >>> guidance is to give them many weeks.... to "figure out what the invitation >>> MEANS...." ... to "integrate the invite", etc. >>> >>> Orgs seem to have "currently-available range of options" (destinations) >>> for evolving. A range or collection of *destinations* they can go >>> to.... from here. Kind of like stepping stones. Kind of like this: >>> >>> 1. Identify what set of stepping-stone destinations ("leaps") are >>> immediately possible, and >>> 2. Invite them to pick one, and >>> 3. Help them do that one leap. >>> >>> I find this works well. Very well actually! >>> >>> The alternative, a complete annihilation of everything that "was", a >>> complete annihilation of everything that "is"....in favor of the All-New >>> Shiny Thing.... the Shiny Thing that in theory "wants to happen"...or so we >>> say...this seems both impractical and extremely stressful for the org. >>> >>> Not to mention: whatever happened to: >>> >>> - *Whenever it starts is the right time?* >>> - *Whatever happens is the only thing that could? * >>> >>> ....And so I like the idea of "do a little, learn a little, >>> integrate...then SHIFT to the next level..." >>> >>> The dual-OST, before/after Open Space with 100 days in the middle...what >>> we now call Open Agile Adoption....this seems to provide the kind of >>> place/space where the folks can actually "make some stew" together, and >>> boil it down, and enjoy it, and get to a new level of integration. And fast! >>> >>> I'm not so sure "annihilation of everything that came before" is really >>> such a cool idea. It also seems kind of *forced* as I think about it. >>> Kind of *violent*. I realize stuff has to "die" before the new stuff >>> can be "born" but do we have to burn the forest down to the ground to get >>> legitimate new growth? >>> >>> How many organizations can live through that level of trauma without >>> freaking out ? >>> >>> Is Open Space JUST for orgs that are in *total crisis*....those that >>> are *completely freaked out*....and completely out of aces and >>> perceived options? >>> >>> Because, I suspect OST is a lot more robust than that. >>> >>> I suspect OST is a lot more versatile than that. >>> >>> And this has certainly been my experience so far. >>> >>> Daniel >>> >>> >>> >>> >>> >>> >>> >>> >>> >>> >>> >>> >>> >>> >>> >>> On 3/21/15 4:18 PM, Harrison wrote: >>> >>> Dan --- Our organizations are definitely stodgy. Even the best of them >>> seem to clunk along when compared to what they might be doing. God knows >>> how you could ever produce any numbers to prove this assertion, but I have >>> yet to met anybody (even the wildest enthusiast) who would affirm that >>> their organization was running in top form. Good yes... but with lots of >>> room for improvement. But I suspect that the critical issue is NOT a matter >>> of “low level of development,” rather it is a case of self inflicted wounds >>> causing radical sub-optimization. The “cure” would then be to stop the >>> wounding, at least until we could see how things might go. Of course, if >>> the situation really is terminal, then by all means, Bring it on! That >>> could be SCRUM, Facilitation, Last Rites, whatever... >>> >>> >>> >>> So what would an organization look like if it stopped being shot? How >>> would it perform? >>> >>> >>> >>> Sounds pretty abstract and difficult to visualize... but I do believe we >>> get the picture in wild living color, every time we have the privilege of >>> opening the space for a damaged organization, where the trouble is real and >>> palpable. I’m not talking about the two hour Open Space on some frilly, >>> safe topic. I mean the real deal where the stakes are seriously high. >>> Survival stuff. >>> >>> >>> >>> My experience is shared by many, and the stories are often told. My most >>> recent encounter was with a very large US federal agency, which according >>> to its director was so dysfunctional that “most of the people could not >>> find their rear ends with both hands” (That’s a direct quote). They were in >>> trouble by any standard, and the Chief was so out of options that Open >>> Space sounded like a safe way to go – even though he had never seen one. >>> >>> >>> >>> Well we did it... and the organization I saw bore no relationship to the >>> one that had been described to me. The people were all the same, the issues >>> were familiar... but the behavior was brilliant. Total flowing conversation >>> with real engagement and workable solutions. Mind Bending! And the chief >>> was blown away – walking around with a silly grin on his face. >>> >>> >>> >>> I invited him to lunch because I wanted to feed him several drinks and >>> ask a question. We had the lunch, and after the drinks, came the question: >>> “What are you doing, Sir, as a matter of everyday business that converts >>> 177 bright, engaged, competent people into blundering fools?” He looked a >>> little surprised and I said, “I think you might want to stop doing it.” >>> >>> >>> >>> Dan – That’s my point. Before we do anything more, different, or >>> otherwise – I sincerely believe we need to stop and appreciate what >>> apparently happens very naturally, all by itself, with minimal or no >>> assistance. And after that appreciative moment, we might think of a few >>> things to do, but only a very few. >>> >>> >>> >>> 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 <http://%20www.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] >>> <[email protected]>] *On Behalf Of *Daniel Mezick >>> via OSList >>> *Sent:* Thursday, March 19, 2015 11:32 PM >>> *To:* [email protected] >>> *Subject:* Re: [OSList] Agile-in-OpenSpace videos >>> >>> >>> >>> Harrison and All, >>> >>> Harrison you once said recently: >>> >>> "The real operating system is self-organization, Daniel. Everything else >>> is an app. Open Space included!" >>> >>> I've just recently integrated this idea more fully into my thinking. I >>> must admit it has taken "some time." >>> >>> That said, my current belief is: most organizations are at a very low >>> level of development and can use/typically need the "app" of Open >>> Space...and/or the "app" of Scrum... and/or the "app" of Sociocracy, what >>> have you. >>> >>> I think [facilitation] does fit nicely as a kind of component or >>> "widget" in each "app" (facilitation being part of OST, Scrum, Kanban) >>> ...all of which run on the real OS of self-organization. >>> >>> So these are all self-org "apps." The "f" word does after all has the >>> connotation of: "making it easy." >>> >>> >>> At Frank Tino's company INTUIT, they have embraced the idea of creating >>> "a culture of facilitation." This has resulted in some interesting team >>> behaviors... >>> >>> ...Frank Tino's staff, for example, does this very impressively >>> effective, brief daily-meeting called the 'daily huddle' at 430 PM each >>> day and it's super short like 12 minutes... and someone plays in the >>> facilitator role each time... and that f-role orbits/rotates around to >>> someone new each day who jumps in to do it. >>> >>> And it seems to work pretty darned good. Everyone is a facilitator at >>> one time or another. I often observe them completing each other's sentences >>> in these 430PM meetings... >>> >>> I like the idea of having a goal of ELIMINATING the need to for any >>> (facilitated!) 'Open Space' gatherings. These gatherings are after all >>> simply apps running on the REAL operating system we call: "you-know-what." >>> >>> Daniel >>> >>> On 3/19/15 3:07 PM, Harrison via OSList wrote: >>> >>> I guess you could say that replying to your own note is rather like >>> talking to yourself. Guilty as charged – but then I do it all the time >>> (Talk to myself). Anyhow, I expressed the hope that Dan’s videos would >>> not only inspire folks to emulate, but also to think about going to the >>> next level wherever that might be. I’m not sure I know, but I did >>> notice a little anomaly in the marvelous interviews, which might suggest a >>> direction. Dan’s client obviously was moved by the Open Space – the >>> quality of conversations, good ideas, actions generated, and all the >>> good stuff. Presuming that Dan’s Open Space is just like always, those >>> generative groups that the client so enjoyed did it all by themselves >>> with not a facilitator in sight. No news here – but then in the final >>> interview, the client waxed enthusedly about “facilitation” and said >>> that from here on out he was always going to have a facilitator. Did I >>> see a little disconnect here? A little anomaly? If the folks could “do >>> it” in Open Space...why not every day, all the time? Perchance an >>> opportunity to go to the next level? >>> >>> >>> >>> 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 <http://%20www.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] >>> <[email protected]>] *On Behalf Of *Harrison via >>> OSList >>> *Sent:* Monday, March 16, 2015 4:57 PM >>> *To:* 'Daniel Mezick'; 'World wide Open Space Technology email list' >>> *Subject:* Re: [OSList] Agile-in-OpenSpace videos >>> >>> >>> >>> Dan – this is just wonderful! And to be clear... I never could have >>> done what you have done. First off, I don’t speak Agile/Scrum/... >>> I joke, but seriously. And to anybody else on this OSLIST, do yourself a >>> favor. Watch Dan’s videos through. Not with the idea of replicating >>> what happened (although that wouldn’t be bad) but to be inspired to take >>> it all to a new level. I so look forward to whatever discussion... >>> >>> >>> >>> 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 <http://%20www.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] >>> <[email protected]>] *On Behalf Of *Daniel Mezick >>> via OSList >>> *Sent:* Monday, March 16, 2015 4:01 PM >>> *To:* [email protected] >>> *Subject:* [OSList] Agile-in-OpenSpace videos >>> >>> >>> >>> Greetings, >>> >>> Find below 15-minute videos of software industry executive Frank Tino, >>> explaining his org's journey thru Open Space on the way to a genuine, >>> rapid, lasting, enterprise-wide, "scaled" Agile adoption. >>> >>> Frank's 100-person company (now 150++ just one year layer) authorized >>> several full-day before/after Open Space events. In between there was 100 >>> days of experimentation and learning in between those gatherings. In these >>> videos he explains the astonishing results obtained in just 100 days... >>> >>> ...Open Space is now part of the cultural fabric of his entire >>> organization. And the coaches are GONE. >>> >>> >>> <SHAMELESS HYPE WARNING> >>> >>> Is Open Agile Adoption something completely new? Well yes, it is >>> actually. Thanks for asking! Explained here: >>> >>> Open Agile Adoption Theory and Components >>> http://openagileadoption.com/open-agile-adoption-components/ >>> >>> </SHAMELESS HYPE WARNING> >>> >>> >>> Here's the links to those executive videos: >>> http://openagileadoption.com/open-agile-adoption-videos/ >>> >>> >>> PART1: 15 mins >>> https://www.youtube.com/watch?v=eWjNQM7q64o >>> PART2: 15 mins >>> http://youtu.be/UdSmGS9JTtU >>> PART3: 15 mins >>> https://www.youtube.com/watch?v=T9cpRPlLHYU >>> >>> >>> Open Agile Adoption (OAA) is a new composition of powerful elements that >>> work together to strongly encourage positive cultural change in >>> organizations. Open Agile Adoption incorporates the power of invitation, >>> Open Space, game mechanics, passage rites, storytelling and more…so your >>> Agile adoption can actually take root. >>> >>> OAA is based on people, THEN practices. You can introduce any practice >>> or framework with it. Open Agile Adoption is based on www.Prime-OS.com, >>> which is social technology published under an open-source, >>> free-to-the-world ("free culture") license from Creative Commons. >>> >>> www.OpenAgileAdoption.com >>> www.Prime-OS.com >>> >>> >>> Daniel Mezick, President >>> >>> New Technology Solutions Inc. >>> >>> (203) 915 7248 <%28203%29%20915%207248> (cell) >>> >>> Bio <http://newtechusa.net/dan-mezick/>. Blog >>> <http://newtechusa.net/blog/>. Twitter >>> <http://twitter.com/#%21/danmezick/>. >>> >>> Examine my new book: The Culture Game >>> <http://newtechusa.net/about/the-culture-game-book/>: Tools for the >>> Agile Manager. >>> >>> Explore Agile Team Training >>> <http://newtechusa.net/services/agile-scrum-training/> and Coaching. >>> <http://newtechusa.net/services/agile-scrum-coaching/> >>> >>> Explore the Agile Boston <http://newtechusa.net/user-groups/ma/> >>> Community. >>> >>> >>> >>> >>> _______________________________________________ >>> >>> 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 >>> >>> Past archives can be viewed here: >>> http://www.mail-archive.com/[email protected] >>> >>> >>> >>> -- >>> >>> Daniel Mezick, President >>> >>> New Technology Solutions Inc. >>> >>> (203) 915 7248 <%28203%29%20915%207248> (cell) >>> >>> Bio <http://newtechusa.net/dan-mezick/>. Blog >>> <http://newtechusa.net/blog/>. Twitter >>> <http://twitter.com/#%21/danmezick/>. >>> >>> Examine my new book: The Culture Game >>> <http://newtechusa.net/about/the-culture-game-book/>: Tools for the >>> Agile Manager. >>> >>> Explore Agile Team Training >>> <http://newtechusa.net/services/agile-scrum-training/> and Coaching. >>> <http://newtechusa.net/services/agile-scrum-coaching/> >>> >>> Explore the Agile Boston <http://newtechusa.net/user-groups/ma/> >>> Community. >>> >>> >>> -- >>> >>> Daniel Mezick, President >>> >>> New Technology Solutions Inc. >>> >>> (203) 915 7248 <%28203%29%20915%207248> (cell) >>> >>> Bio <http://newtechusa.net/dan-mezick/>. Blog >>> <http://newtechusa.net/blog/>. Twitter >>> <http://twitter.com/#%21/danmezick/>. >>> >>> Examine my new book: The Culture Game >>> <http://newtechusa.net/about/the-culture-game-book/>: Tools for the >>> Agile Manager. >>> >>> Explore Agile Team Training >>> <http://newtechusa.net/services/agile-scrum-training/> and Coaching. >>> <http://newtechusa.net/services/agile-scrum-coaching/> >>> >>> Explore the Agile Boston <http://newtechusa.net//user-groups/ma/> >>> Community. >>> >>> _______________________________________________ >>> 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 >>> Past archives can be viewed here: >>> http://www.mail-archive.com/[email protected] >>> >>> >> >> >> _______________________________________________ >> 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 >> Past archives can be viewed here: >> http://www.mail-archive.com/[email protected] >> >> >> >> >> _______________________________________________ >> 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 >> Past archives can be viewed here: >> http://www.mail-archive.com/[email protected] >> >> >> -- >> >> Daniel Mezick, President >> >> New Technology Solutions Inc. >> >> (203) 915 7248 (cell) >> >> Bio <http://newtechusa.net/dan-mezick/>. Blog >> <http://newtechusa.net/blog/>. Twitter >> <http://twitter.com/#%21/danmezick/>. >> >> Examine my new book: The Culture Game >> <http://newtechusa.net/about/the-culture-game-book/>: Tools for the >> Agile Manager. >> >> Explore Agile Team Training >> <http://newtechusa.net/services/agile-scrum-training/> and Coaching. >> <http://newtechusa.net/services/agile-scrum-coaching/> >> >> Explore the Agile Boston <http://newtechusa.net//user-groups/ma/> >> Community. >> >> _______________________________________________ >> 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 >> Past archives can be viewed here: >> http://www.mail-archive.com/[email protected] >> >> >
_______________________________________________ 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 Past archives can be viewed here: http://www.mail-archive.com/[email protected]
