Hi Rob, When writing a proposal in response to an rfp, I have the practice of listing the outputs that the client can expect, usually based on what they state they are looking for. And then I add a 'value added' segment that speaks about the outcomes. I make the case that says while we are working on the desired outputs, a byproduct of the way we work is a significant list of outcomes...that it is the way we work that makes a difference that affects the culture and that getting these outcomes doesn't cost a penny extra!
Thank you for your post, Birgitt *Birgitt Williams* *Supporting Next Level Leadership "Leading So People Will Lead"* Author, Senior Consultant, President Dalar International Consultancy, Inc <http://www.dalarinternational.com/> Founder Genuine Contact Program <http://www.dalarinternational.com/genuine-contact> Co-owner Genuine Contact Group, LLC <https://genuinecontact.net/about/co-owners/> Founder Extraordinary Leadership Network <http://www.extraordinaryleadershipnetwork.com/> *Learn with us for your skill and capacity development for leading and working in the new leadership paradigm "Leading So People Will Lead"* Upcoming learning module: Working with Open Space Technology <https://www.dalarinternational.com/curriculum/open-space-technology/>. Three different learning options to learn a process for facilitating meetings that engage the people. Self-Study + One-to-One Mentoring + Mentoring Circle; Self-Study + Real-Time Workshop + Mentoring Circle; and Self-Study + Real-Time Workshop + One-to-One Mentoring + Mentoring Circle with real time workshop dates three consecutive Fridays from 9am to 12:30pm EST on October 18, 25, and November 1st. PO Box 19373, Raleigh, NC, USA 27613 Phone: 01-919-522-7750 On Sat, Sep 28, 2019 at 10:19 PM Robert Chaffe via OSList < [email protected]> wrote: > Birgitt, > Thank you for your comments as you refer to "outcomes" or things that > happened under the influences beyond your control. Some use the words > "surprises" or "unexpected". These are often the game changers. > > Why do we not have a great list of these things? I think it is because > we are often contracted to do a job in a very complex system involving many > "jobs". In "Who moved my Cheese" we are reminded that the prudent > operator spends some time looking around and checking the environment and > changes. In the business world this level of thinking is not common. The > Fortune 500 group do this and "we" developed a program called "Group > Business Visits" that got business people out of their own business and > into another business to confidentiality review that business and its > practices, direction etc. A very powerful process and one that is much > valued by those who have chosen to us it. "To see ourselves as other see > us" and to be humble enough to accept what is said. > > The breakdown in most contracts is that the focus is on "outputs" things > that can be directly controlled. Systemic integrated evaluation is > uncommon in most contracts and that is where this "outcome" data comes from. > > In our "irrigation Futures" project the contact was for specific outputs > over three years. We engaged over 500 people in a wide range of > conversations and meetings at a time when the allocation of irrigation > water in South East Australia was under significant review (cities were > running out if water) at the same time a massive deregulation of the dairy > industry was undertaken. The major secondary industries in the irrigation > area process milk fruit and vegetables was under considerable strain with > over $100 million put in to prop up one industry alone. > The participants of our workshops included all levels of management in > primary and secondary industries and the wider community. > 80% of the dairy farms have disappeared one process company worth over > $900 million was sold for under $30 million. many smaller dairy processing > plants closed. Once viable towns struggle to field their own football > teams and empty shops are everywhere. > I am sure that around the globe this story can be told in many places > about the local primary and secondary industries. The big difference in > our case was all these changes were identified and discussed as plausible > possibilities and appropriate responses generated. OST was used > extensively to work through issues and opportunities and complexity was the > order of the day. > Consequences have been the adjustments in this multi billion dollar > industry area of Australia have been in some way based on prior > discussions the people involved had had. > The surprise moment came when the local member stood up in defense of her > community and publicly denounced the leader of her party and the prime > minister in the Parliament House for telling a lie about her community. > This is not your normal outcome from a process as it reflects that the > local member has the support of the whole community and that she could > speak out safely about issues that needed to be addressed. > > Regretfully we had limited fund to continue on annual debrief sessions to > capture the changes and the growth of the community. The outcome referred > to has now resulted in the election of independents in once very strongly > held conservative party areas in the electorates in the irrigation > districts involved. > > Dis OST cause this? It is certainly drawing a long bow to even think this > way. As the facilitator of this multi million dollar project I believe > that as the participants learned the art of conversation and truly valued > others inputs while not seeking single answers we had a community that was > ready and able to adapt to change. Change that has completely changed > their community and their ability to do business. > > I am sure others have similar stories, and when you see them in this short > form the response is this is not possible. The next thing is to retreat > back to the area of outputs where there is a high level of control and keep > things simple. I say beware when the time has come for an idea to express > itself and one thing that OST does is lift the lid on issues and > opportunities. > Again in "who moved my Cheese" we need to lift our head and be brave > enough to say "wrong paddock or field" when things are coming up roses. > OST does expand the writing on the wall and we avoid this at our peril. > > One other issue is that we are always ready to blame things like OST for > poor outputs, a scapegoat. When things work and we have outstanding > outcomes we must include OST as part of the fabric of success. How much we > include it is dependent on the faith of the decision makers and their > openness to the power of good process. > > Much longer than I wished. The outcomes from OST events and process are > far reaching and very powerful we should try and track them through good > evaluation process. > > Regards > Rob > > On Tue, 24 Sep 2019 at 10:37, Birgitt Williams via OSList < > [email protected]> wrote: > >> Hi Jake, >> I appreciated the way that you organized this case study data. I >> appreciated a lot that the way that you reported the data gives OST its due >> credit while simultaneously not claiming that it does more than it does in >> a given business situation. Mostly it is presented a a chosen tool/method >> for specific tasks within larger business processes, thus showing one >> aspect of the versatility and value of OST. >> >> I feel that the case studies would be enhanced if there was an addition >> of a category that I refer to as 'outcomes'. These outcomes are the >> additional qualitative benefits that emerge. People have a shared >> experience of their leadership, vision, community, and management in ways >> that surpass what they assumed was possible. Something happens within that >> OST meeting that cannot be unremembered or undone. >> >> in genuine contact, >> Birgitt >> >> *Birgitt Williams* >> *Supporting Next Level Leadership "Leading So People Will Lead"* >> Author, Senior Consultant, President Dalar International Consultancy, Inc >> <http://www.dalarinternational.com/> >> Founder Genuine Contact Program >> <http://www.dalarinternational.com/genuine-contact> >> Co-owner Genuine Contact Group, LLC >> <https://genuinecontact.net/about/co-owners/> >> Founder Extraordinary Leadership Network >> <http://www.extraordinaryleadershipnetwork.com/> >> >> *Learn with us for your skill and capacity development for leading and >> working in the new leadership paradigm "Leading So People Will Lead"* >> >> Upcoming learning module: Working with Open Space Technology >> <https://www.dalarinternational.com/curriculum/open-space-technology/>. >> Three different learning options to learn a process for facilitating >> meetings that engage the people. Self-Study + One-to-One Mentoring + >> Mentoring Circle; Self-Study + Real-Time Workshop + Mentoring Circle; >> and Self-Study + Real-Time Workshop + One-to-One Mentoring + Mentoring >> Circle with real time workshop dates three consecutive Fridays from 9am >> to 12:30pm EST on October 18, 25, and November 1st. >> >> PO Box 19373, Raleigh, NC, USA 27613 >> Phone: 01-919-522-7750 >> >> >> On Fri, Sep 20, 2019 at 7:17 PM Jake Yeager via OSList < >> [email protected]> wrote: >> >>> Hi everyone, >>> >>> I've compiled OST case studies in a brief format >>> <https://docs.google.com/document/d/1rgdvm6APRQ1ne-ipTBK5lnCc89PsFXEuieL2phwQDTw/edit?usp=sharing> >>> that I find useful for contracting. Others might too. >>> >>> I compiled them from Open Space World, the User's Guide, and Tales from >>> Open Space. >>> >>> Feel free to add. >>> >>> Much love, >>> Jake >>> ________________ >>> >>> When the mind is quiet, the sun of your heart will shine once again, and >>> you will be free of problems. >>> - Robert Adams <http://www.robert-adams.info/> >>> _______________________________________________ >>> 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]
_______________________________________________ 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]
