Thank you so much for that story, Birgitt! Really helpful... so much we can learn, from sharing stories of practice...
all best wishes, Rosa *Rosa Zubizarreta* *meet me at my DiaPraxis website <http://diapraxis.com> and on my Listening Arts blog <https://rosaz.wordpress.com/>* * <http://www.DiaPraxis.com>* On Wed, Feb 22, 2017 at 10:12 AM, Birgitt Williams via OSList < [email protected]> wrote: > Michael's perspective that the planning ahead to have a really productive > event is a conclusion I heartily agree with. Basically it is about getting > the theme right, the right length of time for the meeting, and making > implied 'givens' explicit. There are always implied givens on the part of > the sponsor, especially in existing organizations with formal leadership. > > When these are brought to the surface in planning, and communicated well, > the invitation to the event can be clearer so that the invitees who consent > to come can have a better chance for making informed consent...what the > space is being opened for in their organization and what it is not being > opened for. Of course, anything ends up open for discussion within the OST > as the facilitator's role is non-interventionist. The givens are much more > about what the space in the ongoing life of the organization is being > opened for.. > > I also agree that the elements that go into a plan after the OST can be > seen in the reports without taking the extra steps of 'planning'. The > design of the reports, what is captured, is important, and can be geared to > 'what would be useful to go into a plan?'. > > The first time I witnessed planning after an OST was when I was working > with Harrison, I think about 1995, for the first North American Breast > Cancer Advocacy conference. It was a multi-day affair. On the last day, > Harrison had set up flip charts all around the room with the different > reports, organized a voting process to capture what the energy was really > high about after all of the conversations, and developed further clarity > for actions via small groups convened for the purpose. I remember being > amazed and asking him 'why didn't we learn this in our OST training?'. > These extra steps and then follow on facilitation that I had the privilege > to do with the newly formed coalition had far reaching impact. I believe > that what is now known as the pink ribbon campaign for breast cancer > awareness began at that OST....although I am not sure how many of the > participants or the companies or world involved would know that. > > After that I attempted to replicate what I had experienced as I thought it > was brilliant. It assisted in shifting the divergent/convergent/emergent > thinking into priorities and a greater likelihood of agreed upon action, > still based on what people felt high energy for rather than the mental > exercise of 'this seems like a good idea'. OST and its results are fueled > by passion. It is one of the reasons that plans, once made, usually get > implemented in record time. > > In my own experimenting, I came to realize that the planning portion > ahead, and the planning portion after an OST event needed to be in a > seamless container with the OST event, and with congruent values to the OST > event. This led me to developing Whole Person Process Facilitation and > eventually the Genuine Contact program. > > Warmly and with blessings, > Birgitt > > On Sun, Feb 19, 2017 at 4:44 AM Michael M Pannwitz via OSList < > [email protected]> wrote: > >> 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 <(301)%20365-2093> >> > >> > >> > >> > Summer Address >> > >> > 189 Beaucauire Ave >> > >> > Camden, ME 04843 >> > >> > 207 763-3261 <(207)%20763-3261> >> > >> > >> > >> > Websites >> > >> > www.openspaceworld.com >> > >> > www.ho-image.com >> > >> > >> > >> > >> > >> > _______________________________________________ >> > 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] >> > >> >> -- >> Michael M Pannwitz >> Draisweg 1, 12209 Berlin, Germany >> ++49 - 30-772 8000 <+49%2030%207728000> >> >> >> >> Check out the Open Space World Map presently showing 436 resident Open >> Space Workers in 68 countries working in a total of 144 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 >> Past archives can be viewed here: http://www.mail-archive.com/ >> [email protected] >> > -- > > > > > > > > Birgitt Williams > > > > President & Senior Consultant of Dalar International Consultancy, Inc. > > http://www.dalarinternational.com > > Co-founder of the Extraordinary Leadership Network http://www. > extraordinaryleadershipnetwork.com > > Co-founder of the Genuine Contact™program and author of The Genuine > Contact Way: Nourishing a Culture of Leadership > http://www.genuinecontactway.com > > Co-owner of the Genuine Contact Co-owners Group Ltd. > http://www.genuinecontact.net > > > > *Supporting leadership development for leading in a culture requiring > agility and flexibility in a performance environment of constant change.* > > > > Leadership development at your own pace? Become a member of the > Extraordinary Leadership Network http://www.extraordinaryleadershipnetwork > .com to participate in an online leadership development program designed > to increase the leadership skills and capacity you need to perform in a > performance environment of constant change. > > > > PO Box 19373, Raleigh, North Carolina, USA 27619 > > phone: 1-919-522-7750 <(919)%20522-7750> > > _______________________________________________ > 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]
