Harrison mentions the "Rockport Shoes" story several times in his books,
retelling it with specific twists as is appropriate for a real story
teller... under various headings:
--- "Getting the Whole System in the Room" (pages 132-133 in the 3rd
addition of the Users Guide)
--- "Appearance of the Stranger" (pages 128-130 in Expanding Our Now)
--- "Who should be Invited" (pages 153-155 in Wave Rider)
Planning, in the sense of carefully looking at various aspects that
might be important to a really productive event, is perhaps more
important than the Planning Part at the end of the event itself.
In my practice I have not seen stuff surface in the Planning Part
(almost always done in the format of an "Action Space") that had not
"announced" itself in the breakout sessions/report sheets in some way.
What I do run into regularly - and now always look for - are
participants that tell me how wonderful an Open Space was that they
attended (often years ago) and then proceed telling me what happend
after the event. Its usually about stuff that action was taken on
successfully which from the point of view of the participant came out of
the gathering but did not find its way into the notes or the action
steps... which are cluttering up my basement.
How is that?
Greetings from a sunny winter day in Berlin
mmp
Am 17.02.2017 um 16:38 schrieb Harrison Owen via OSList:
Eina wrote: thanks Harrison, could you give (or others) an example for
this sort of Planning in OS?” I suggested she put the question online,
but she seems to be having some difficulty. So I do it myself…
I can think of many examples, but two have some write up – The first one
is Rockport Shoes where the whole corporation was involved in a 2 day
open space on the corporate future. The New York Times did a nice full
page story which you can reach in their archives. What caught my
attention was not the plan produced but the positive actions that took
place before the 1^st day of Open Space had concluded. In a word the
merger of planning/doing. Specifically, one group created a whole new
product with manufacturing space reserved, finance available, marketing
plan in place – with an estimated ROI of $25,000,000. At the same time
another group did a fix to the inventory system with a net saving of
$4,000,000. In short $29,000,000 added to the bottom line – which
represented a 10% increase. Not bad for the first day! And the
significant thing for me was that there wasn’t a hair’s breadth between
planning and doing. Talk about reducing “time to market.”
The second example was the AT&T Olympic pavilion. The final product was
the building design – which was complete in two days. No planning for
the Design. You can find descriptions of this in my book “Wave Rider” –
and a shorter whirl in my TEDX talk “Dancing with Shiva” which you can
find on YouTube.
Harrison
Winter Address
7808 River Falls Dr.
Potomac, MD 20854
301-365-2093
Summer Address
189 Beaucauire Ave
Camden, ME 04843
207 763-3261
Websites
www.openspaceworld.com
www.ho-image.com
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Michael M Pannwitz
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