OST (Open Space Technology)... to easily run productive, fun, big meetings!
INTRO
ANTZEKOAK
SPIRAL DYNAMICS
Date: Thu, 14 May 2009 16:26:24 +0100 From: Rory O'Connor
NOLA
iruditan
heft
arizona
Owenen laburpena
sustainable
PROZESUA
AGILE
1. ORDUA
Introducción (15’)
o El facilitador explica las grandes materias (“traks”) que se tratarán en el Open Space, el proceso, los cuatro principios y la única ley.
Propuesta de temas concretos y programación en el horario (45’).
* Cada asistente conversa durante 5 minutos con sus vecinos sobre los temas que les gustaría debatir. Para cada tema, un asistente pide al facilitador una tarjeta donde escribir su nombre y el tema en cuestión, enunciándolo preferiblemente en forma de problema a resolver.
* Los asistentes se van poniendo en fila en el espacio abierto del semicírculo. Cada uno dice su nombre y enuncia el tema que propone debatir mientras enseña la tarjeta al resto de asistentes de manera que la puedan leer. A continuación se va a pegarla en una hora que esté libre del horario del Open Space (que está conscientemente separado del semicírculo para no desviar la atención de escuchar todas las propuestas) y vuelve rápidamente a atender.
* Cuando ya se han enunciado todos los temas, los asistentes se reúnen frente al horario para acabar de organizarlo.
Cuando ya se han enunciado todos los temas, los asistentes se reúnen frente al horario para acabar de organizarlo.
o Si alguien desea que un tema se mueva a otra hora, se lo solicita a su propietario, que decide si lo mueve o no, respetando al máximo el horario original para no incomodar a otros asistentes.
o Un tema se puede añadir a otro si el propietario del tema receptor está de acuerdo.
o El horario queda visible durante todo el Open Space de manera que cualquiera podrá acercarse a ver qué reuniones están teniendo lugar en ese momento y escoger a cual quiere ir.
Se inician las reuniones.
Reuniones (1,25 horas cada una). A continuación se muestra un ejemplo de cómo se podría llevar a cabo una reunión (se podría hacer de muchas otras maneras):
* Una participante hace de facilitador y escriba (debería de ser la persona que propuso el tema).
* Selección de problemas (15’):
o Brainstorming de ítems o problemas concretos a tratar. Se escriben en tarjetas que se pegan en una pizarra o en la pared. Ejemplos de items para el tema "Ingeniería Ágil": Integración continua, TDD, deuda técnica, herramientas, frameworks, etc.
o Cada participante dispone de 5 votos a repartir entre los problemas que le gustaría debatir. Se levanta y los va apuntando en las tarjetas correspondientes.
o Se recuentan los votos de cada tarjeta y se escogen los 3 problemas con más votos.
* Coloquio sobre cada problema (15’ por cada problema).
* Conclusiones de la reunión (5’).
Conclusiones de las reuniones (1h)
Al finalizar el Open Space, todos los asistentes se reúnen en la sala central. Cada uno de los que propuso un tema expone las conclusiones, ideas o posibles actividades que se han propuesto en su reunión para resolver el problema tratado.
LEITH
About Jack Greetings from Bristol, United Kingdom, where I live and work as a creative catalyst. I've spent a lifetime bringing forth the new: new ventures, new business models, new products and services, new customer experiences, new ways of working ... new anything. My approach to innovation and change is called Now-to-New, which seeks to turn Now (the current state of affairs) into New (the desired state of affairs) as quickly and effortlessly as possible. If you think I might be able to help you bring forth the new please contact me.
1. Briefing Participants gather for the opening plenary. They sit in a circle, to indicate that everyone is equally a leader. The facilitator states the theme of the meeting, describes the principles that underpin Open Space and explains how the Open Space meeting will be created and managed.
2. Creating the agenda Anyone who feels so inspired can offer one or more sessions (such as a presentation, workshop, discussion group or task force) by creating a simple poster showing the title of the session and his or her name, making a brief announcement to the whole group, and choosing a time and place to meet.
3. Sign-up The individual session posters are fixed to the wall and participants sign up for the sessions that they wish to attend. Much negotiating usually occurs at this point: for example, convenors offering sessions on similar topics may decide to join forces, and people may ask for sessions to be retimed to make their own participation possible.
4. Sessions Participants then self-organise and pursue what interests them, attending sessions or being a bumblebee (moving from session to session) or a butterfly (having spontaneous conversations).
5. Session reports Someone at each session volunteers to make notes and prepare a handwritten or computer-generated report, which is displayed under a sign saying Session Reports. The large group reconvenes at certain points and at the end of the meeting to make announcements and share what has transpired.
6. Action planning The Open Space meeting often includes an action planning session during which the participants prioritise action points and form self-managing project teams to implement the high priority projects. Projects emerging from the meeting are monitored and co-ordinated by the co-ordination team (composed of the co-ordinator of each project team, together with a member of the formal leadership team) which keeps all interested parties updated on the progress of the projects.
7. Reflection The meeting ends with a plenary session in which people reflect on the meeting. Each participant leaves with a complete set of session reports.
GONBIDAPENA
ADIBIDEAK
CORNER STONE
You Are Invited Becoming the best in what we do is a dream we all share. You are invited to participate in a journey which will enable the Information Services Division to become the best IS organization possible. You are invited to an �Open Space Technology� event on June 17 or 18 to explore the future path for the Information Services Division. As you know, we've been working on a new vision and structure for I/S and we need the help of the entire organization in further identifying current issues, future challenges and creative solutions. The �Open Space� methodology is carefully designed to elicit maximum involvement and creativity in a constructive atmosphere. It is also highly flexible so that the content is entirely determined by you -- the participants. The event will be inventive, creative, productive and full of surprises. This is not to suggest that the conference will not have content or outcomes, for there certainly will be both. Achievement in the meeting will be totally dependent upon individual and collective responsibility to make it happen. The content is what each person shares, and the outcome is what we will all create. We propose to create an Open Space in which clear thinking and creativity can flourish. We need to better understand our strengths and how we can build on them to position us to better serve our organization and its customers. Participation in this event is absolutely voluntary. The only penalty for not showing up is that you will miss an opportunity to learn, express your concerns, and contribute your ideas. Advance registration is necessary since our facility can only accommodate about half of our Division at one time, When you sign up, keep in mind that you are committing to stay for the entire day. The event simply won't work with people dropping in and out. When: Tuesday, June 17 or Wednesday, June 18, 8:00am to 5:00pm. Where: Holiday Inn West. Dress: Casual dress is suggested. RSVP: To reserve a spot, contact Sue (ext. 5555, or e-mail Sue@5555). We are on a journey without maps, except as we draw them. There are no simple answers, only an opportunity to explore together. Please join me on either June 17 or 18 to begin the exploration. Sincerely, Bill Williams Vice President Information Services
HERMANN, Michael
Open Space Explanations These are a few points commonly used to explain what Open Space Technology is: * the energy of a good coffee break: OST began in part to the oft-quoted observation that in traditional conferences, the coffee breaks are the best part. * growing more of what works: focussing attention on things makes them grow, in importance, detail and depth. So why not grow more of what works rather than stuff that doesn't? * one more thing to not do: the essence of developing an OST facilitation practice is to continually practice letting go. Finding one more thing not to do helps develop this practice over time. * passion bounded by responsibility: Passion gets you out of your chair, responsibility moves you to action. Things only get done by individuals, and nothing gets done unless people want to do. Passion is great, but goes nowhere until the feet take it somewhere. * a practice in invitation, an inviting practice: The essence of OST is invitation. Invitation gathers people into the event, where they are further invited to post more invitations. The results of the groups that accrete around those smaller invitations are invitations to carry the work into the larger world. Practicing invitation... * fully present and totally invisible: An OST facilitator holds space open like trusses keep a roof perched on top of the walls. Without the trusses the room collapses. Without the conscious act of holding it open, space closes. * letting go… into movement: Open Space Technology (OST) is a simple, powerful way to get people, information and whole organizations moving. It's not so much about feeling good or talking tough, but that can happen. What it's really about is getting the most important things done in organization - done now and done well. * conflict, complexity, urgency, diversity: Harrison always says, OST works best where conflict is present, things are complex, there is huge diversity of players and the answer was needed yesterday. And the more of all of that you have, the better OST works. Go figure. * what do you really want to do + why don’t you take care of it: The highest form of OST facilitation practice is to turn back everything to the people. When confronted with a question, respond with two: what do you really want to do? and why don't you take of it? Every thing the facilitator does for a group is one less thing the group knows it can do for itself. * marketplace, circle, bboard, breathing: the four basic mechanisms at work in an open space meeting or event. of course, these exist everywhere in the world, in all kinds of forms, but they tend to exist more cleanly and clearly in open space. the effect is generally faster, easier movement. * invitation, invite list, spacetime, footprints: The four seasons of Open Space Technology. Everything begins with the invitation (purpose), is transmitted to the invitation list (story), is organized in the event (structure) and follows through with footprints (action). Spring, summer, fall, winter. The room used for OST begins cold, fills with warmth and growth, witnesses the dispersal of people and effort and ends cold again. * the law of two feet (two footprints graphic): If you find yourself in a situation where you are neither learning or contributing, move somewhere where you can. This is a law like the Law of Gravity. You can choose to notice it or not, but it's safer just to notice it. * the four principles (question mark graphic): Whoever comes is the right people, whatever happens is the only thing that could have, when it starts is the right time, when it;s over it's over. These aren't prescriptive, they are the results of thousands of little experiements. Open Space Glossary * There is a multi-language glossary of Open Space terms and phrases at LisaHeft 's website [Glossary] -- this is growing and you are welcome to contact her at mailto:lisaheft@openingspace.net if you would like to help by adding a language. This may also be helpful to those of you who are making signs of principles and law for events in different languages.
NOLAKOA
HASIERAKOAK
GIDOIA
A Sample Script for Opening the Space This script is something I first distilled from Harrison Owen's OpenSpaceTechnology/UsersGuide (available at any good bookstore). Over the years I've added my own notes. It helps me remember what really needs to be said in the opening of the space, and what really does not. I don't think I've ever opened the space without a copy of this in my back pocket, but that's just me. I HIGHLY recommend getting the OpenSpaceTechnology/UsersGuide and working out your own process. In the meantime, here are my notes... Sponsor's introduction * Three minutes... to tell the story of "how we got here" ...whatever that means to them. Welcome and Introduction * Look around circle/bounding the space * What do we know about who's here? ...nobody knows, everybody cares, nobody in charge, everybody skilled State the theme * Summarize comments by host/sponsor/client organizer, see 'opening remarks' notes A Little History * 15 years, 5 continents, no marketing budget or advertising department * African villages, corporate boardrooms, all kinds of churches, the Peace Corps and the Pentagon, Banks and Techs, government and community organizations, school leaders and youth groups... with anywhere from 5 to 1000 people at a time * Outstanding results -- it will work here, too Descibe the Process - How this is going to work today * Invite those who want to, and nobody has to * Identify some issue/opportunity related to our theme * Something you have real passion for and will take personal responsibility for starting the conversation about it * Don't have to be an expert with answers, need to care enough to ask the question and start the conversation * If nothing occurs to you, fine -- if more than one, post them on separate pages * In a minute, ask to come forward, grab the paper and markers * Write your topic and you name * Read it out -- "my name is ... and my issue is...." * Post it on the wall so everyone who shares your interest can find your conversation The Four Principles * Whoever comes are the right people don't need 100 people and the ceo to do good work...need the people who care if nobody comes, might be a bad idea, or just bad timing you might be the only one who knows enough to deal with it or see its importance take it as just another piece of information, spend time on it yourself or move on * Whatever happens is the only thing that could have be prepared to be surprised, be very dull if everything always went as expected forget coulda, woulda and shoulda and go with the flow of what is here and now * Whenever it starts is the right time -- spirit and creativity don't run on the clock * When it's over it's over if you finish in ten minutes, don't rehash for another 50...move on when it's not over, it's not over...so you might have to move, but don't have to end The Law of Two Feet * You have the right and the responsibility to use your two feet to go wherever you need to in order to maximize your own learning and contributing today. * When mind wanders, take your body with it... stay whole! * If you're not learning or contributing...go someplace else -- don't waste time. * Means if you aren't enjoying where you are, it's totally your choice to stay or move on * Law is death to egotists and speechmakers * Creates bumblebees who cross-pollinate and butterflies who create space to just be Veteran Strategies (some suggestions sometimes offered for shorter spaces, with thanks to OST veteran Giles Hopkins, sometimes I make an extra poster with most appropriate items from this list) * Be a bumble bee, butterfly * Ask a provocative question * Convene a consulting group * Save time to ask for conclusions/recommendations * Pass a sign-up sheet to gather participant names * Convene a sequel * Limit attendance and do it twice * Issue "special" invitations * Find a co-conspirator (co-convener) * Type the notes from butterfly conversations * Capture notes on flipchart paper * Convene lunch/dinner sessions * Hold your session in whatever language works * DO talk to strangers * Listen for something really new * Speak your mind * Plan some actions * Work, play, learn, dream, move * (to be continued...) Jumping In * Can't learn to swim from the side of the pool -- time to jump in * Identify an issue or opportunity for which you have some real passion * Think of a short title and write it with your name * Read it out -- my name is... my issue is..... -- no speeches required or allowed * Post it and come back to circle Sign-ups * Clear a path to get to the wall * Sign up for everything that interests you, even if more than one during the same session * Conflicts...can combine, move or bumblebee, but conveners have final word on it * On your own, take responsibility for your own meetings/times, bells don't ring until closing * Go to your first session as soon as you're done signing up ...beneath and beyond the opening briefing Guiding Metaphors * hero's journey * treasure hunt, nobody knows * blowing bubbles * bubbling cauldron * creeping ivy * room to work Guiding Intentions * be with, be open, be space * expanding our now, nobody knows * presence invites presence * what if it all really works? * open invitation, unconditional offering * room/right to make own choices * less is more * have fun, play Answers to every question * what do you want to do? * great, why don't you take care of it? Key Questions and Instructions * evening news - one word to describe how feeling, where you are * morning news - new topics to post? other news? * talking stick closing - how do you feel? what has this meant? what have you learned? what will you do now? what is required to sustain this movement? * reading proceedings - pay special attention to those issues not attended and not familiar with * voting instructions - is NOT political win/lose, IS sifting and sorting to find where the greatest energy and greatest needs are, vote for the importance of the issue not the quality of the report Closing * distribute proceedings -- gallery of notes, copies of handwritten notes, books of typed notes * talking stick -- passed around, left in center, or delivered to those who raise a hand * cycle of invitation story - invitation, topics posted, proceedings, new invitations * medicine wheel story - leadership, vision, community, management * prioritization - clustering, sticky dot voting, computer voting, reopening * news, now, next, nuts -- repeating the cycle of review, check-in/closing, opening, breakouts (see non-convergence notes)
Sponsor's introduction
* Three minutes... to tell the story of "how we got here" ...whatever that means to them.
Welcome and Introduction
* Look around circle/bounding the space
* What do we know about who's here? ...nobody knows, everybody cares, nobody in charge, everybody skilled
State the theme
* Summarize comments by host/sponsor/client organizer, see 'opening remarks' notes
A Little History
* 25 years, 5 continents, no marketing budget or advertising department
* African villages, corporate boardrooms, all kinds of churches, the Peace Corps and the Pentagon, Banks and Techs, government and community organizations, school leaders and youth groups... with anywhere from 5 to 1000 people at a time
* Outstanding results -- it will work here, too
Descibe the Process - How this is going to work today
* Invite those who want to, and nobody has to
* Identify some issue/opportunity related to our theme
* Something you have real passion for and will take personal responsibility for starting the conversation about it
* Don't have to be an expert with answers, need to care enough to ask the question and start the conversation
* If nothing occurs to you, fine -- if more than one, post them on separate pages
* In a minute, ask to come forward, grab the paper and markers
* Write your topic and you name
* Read it out -- "my name is ... and my issue is...."
* Post it on the wall so everyone who shares your interest can find your conversation
The Four Principles
* Whoever comes are the right people don't need 100 people and the ceo to do good work...need the people who care if nobody comes, might be a bad idea, or just bad timing you might be the only one who knows enough to deal with it or see its importance take it as just another piece of information, spend time on it yourself or move on
* Whatever happens is the only thing that could have be prepared to be surprised, be very dull if everything always went as expected forget coulda, woulda and shoulda and go with the flow of what is here and now
* Whenever it starts is the right time -- spirit and creativity don't run on the clock
* When it's over it's over if you finish in ten minutes, don't rehash for another 50...move on when it's not over, it's not over...so you might have to move, but don't have to end
The Law of Two Feet
* You have the right and the responsibility to use your two feet to go wherever you need to in order to maximize your own learning and contributing today.
* When mind wanders, take your body with it... stay whole!
* If you're not learning or contributing...go someplace else -- don't waste time.
* Means if you aren't enjoying where you are, it's totally your choice to stay or move on
* Law is death to egotists and speechmakers
* Creates bumblebees who cross-pollinate and butterflies who create space to just be
BERBALDIA
ELEAK
Here are some examples of opening, inviting language. None of this is right – but some of it might be useful in framing and finishing your invitation. Best to let it inspire, rather than replace, your own voice: Please join us for... Our purpose is simple and important... We need (and want) your deep engagement in the issues and opportunities surrounding the present and future of... toward the resolution of current issues and realization of untapped potential for... We have done well and we must do better... to serve ourselves, our organization(s), and our communities... The work of this session will contribute/lead toward... Because you care about... you have the skills, experiences and insights that are essential to make it better. Differences of opinion do exist, but it is out of this rich diversity that powerful new futures can be formed now. ...hope that each of you will put it all on the table... no sacred cows... no undiscussables... the only caveats and boundaries are... ...hope to mix past experience, present realities and all our hopes and dreams for the future into new... Where there is agreement, we can move forward. Where there is difference we can seek understanding, common ground, and workable compromise. None of this can happen without open, honest conversation and caring from each and every one of us. What will happen? (1) Before we leave every issue of concern to anybody will be on the table, if they choose to put it there. (2) All issues will receive as full a discussion as you choose to give them. (3) You will receive a written record of the discussions and recommendations before you leave. (4) All issues will be ranked in the priority order determined by this group. (5) And finally, that we will identify working groups and immediate next steps for all of the large group's most important issues and any other issue that you want to pursue. That’s a promise. © 2005 Michael Herman Associates • 300 West North Avenue #1105 • Chicago IL 60610 michael@michaelherman.com • (312) 280-7838 • www.michaelherman.com 10 ...if you walk out of here muttering to yourself that we never talked about the really important issues that you cared about, please notice that the person responsible for that is you. It's time to get to work... what are the issues and opportunities for... that you care about? ...what are your ideas, questions, recommendations, concerns, needs and desires for resolution and future directions... right down to the the level of implementation?
IXTEKO
* distribute proceedings -- gallery of notes, copies of handwritten notes, books of typed notes
* talking stick -- passed around, left in center, or delivered to those who raise a hand
* cycle of invitation story - invitation, topics posted, proceedings, new invitations
* medicine wheel story - leadership, vision, community, management
* prioritization - clustering, sticky dot voting, computer voting, reopening
* news, now, next, nuts -- repeating the cycle of review, check-in/closing, opening, breakouts (see non-convergence notes)
Key Questions and Instructions
* evening news - one word to describe how feeling, where you are
* morning news - new topics to post? other news?
* talking stick closing - how do you feel? what has this meant? what have you learned? what will you do now? what is required to sustain this movement?
* reading proceedings - pay special attention to those issues not attended and not familiar with
* voting instructions - is NOT political win/lose, IS sifting and sorting to find where the greatest energy and greatest needs are, vote for the importance of the issue not the quality of the report
Veteran Strategies
(some suggestions sometimes offered for shorter spaces, with thanks to OST veteran Giles Hopkins, sometimes I make an extra poster with most appropriate items from this list)
* Be a bumble bee, butterfly
* Ask a provocative question
* Convene a consulting group
* Save time to ask for conclusions/recommendations
* Pass a sign-up sheet to gather participant names
* Convene a sequel
* Limit attendance and do it twice
* Issue "special" invitations
* Find a co-conspirator (co-convener)
* Type the notes from butterfly conversations
* Capture notes on flipchart paper
* Convene lunch/dinner sessions
* Hold your session in whatever language works
* DO talk to strangers
* Listen for something really new
* Speak your mind
* Plan some actions
* Work, play, learn, dream, move
* (to be continued...)
Jumping In
* Can't learn to swim from the side of the pool -- time to jump in
* Identify an issue or opportunity for which you have some real passion
* Think of a short title and write it with your name
* Read it out -- my name is... my issue is..... -- no speeches required or allowed
* Post it and come back to circle
Sign-ups
* Clear a path to get to the wall
* Sign up for everything that interests you, even if more than one during the same session
* Conflicts...can combine, move or bumblebee, but conveners have final word on it
* On your own, take responsibility for your own meetings/times, bells don't ring until closing
* Go to your first session as soon as you're done signing up
Guiding
Intentions
* be with, be open, be space
* expanding our now, nobody knows
* presence invites presence
* what if it all really works?
* open invitation, unconditional offering
* room/right to make own choices
* less is more
* have fun, play
METAPHORS
* hero's journey
* treasure hunt, nobody knows
* blowing bubbles
* bubbling cauldron
* creeping ivy
* room to work
MATERIALA
MURALAK
masking tape
flip charts
post-its
A-4
markers
washable
1/2 parte hartzaileko
dark
FIRST
LESLIE
From: OSLIST [mailto:OSLIST@LISTSERV.BOISESTATE.EDU] On Behalf Of Lesley Symons Sent: Sunday, July 19, 2009 1:18 PM To: OSLIST@LISTSERV.BOISESTATE.EDU Subject: [OSLIST] First Open Space facilitation I have sat struggling with why I have been resistant to posting the experience of my first facilitation of an OS event. Still not sure.... I worked with a colleague, who's client this is, Anyway....the story I am based in Sydney Australia and facilitated this workshop in Amsterdam, Holland. The client was a corporate company with offices in Holland, Australia, USA and UK. The meeting was a strategic meeting with representatives from all offices. Approx. 40 people in total. I suggested to my colleague that an Open Space event would be just right for the organisation as there were:- top down control management,(based in Holland),there were talented people throughout the organisation who were not being heard, there was a powerful question to be resolved, the company could not keep operating from the current management style and remain successful, there was growing 'dissent among the ranks'. The event was extremely successful. Both this organisation and my colleague were enormously brave to be able to 'let go' and go with this type of event. It has shifted their style and enabled the company to be much more 'self-organising' and less top down in operation. I held the space over two days. I had training just before with Brendan McKeague here in Australia. He also was of immense help to me. I found the event Scary, frightening, exhilarating-and very powerful. I was nervous as I had suggested to do this type of event yet had never done one!! Also I was a female in a room with 38 corporate males with most wondering nervously what was going on......... So my musings on doing this event are-or rather-Notes to self for next time wear comfortable, flat shoes for walking the circle(helps with grounding) Walk very slowly-slower than you think possible Own the space before entering (practise or walk the circle before) Modulate voice tone if you can News/Opening/Closing-impress that these are important times to meet Action Planning: - Be Prepared...and then let go Spend much time before and after with client-Before- to get the question right- After- to help assist with the fall-out (grief work) when the system changes Do not under-estimate who can embrace this Remain true to self and the PROCESS (this is your rock) When you really feel pulled-in to engage-DON'T- this is the magic moment A lot happens over night You need two facilitators-one to hold the space and the other to organise and liaise with hotel Hotels don't get it- needs to be really briefed well, can be quite frustrating Be present............ Keep Meditating and go inward .......... So that is all from me...at last. The client has been very happy with the event. It has changed operating styles of individuals, groups and the organisation as a whole, it has inspired them to 'slow down' and consider more. I have given the CEO Harrisons book on Open Space and handed him the responsibility going forward for 'keeping the space open'. I wish to thank my colleague who had the 'faith to trust??and run with this type of meeting. Over and out Lesley Symons
QUOTES
uotes from Participants, Clients and Facilitators See bottom of page for more of what people say... * JohnEngle recently posted to the OSLIST some comments from Open Space facilitators in Haiti about the process: Open Space, eliminates the spirit of inferiority. The playing field is leveled. We're all equal. I have begun using it with my groups. Open Space has removed tradition bound notions within my attitudes. I am living the spirit of a popular educator. Each of us are learning, one from another. There is not a better method. I've been facilitating groups all of my adult life. Meeting facilitation is my life. I've been writing a book on the subject. Experiencing Open Space is causing me problems. I have had to rewrite every single chapter in my book. Open Space is forcing me to rethink my assumptions and practices. With Open Space, there are not ideas that remain hidden or unspoken. Everything emerges. I can't imagine that there could be a better method for enabling a group to discover its potential. * The 2 days open space that followed were a success, a miracle in the words of the CEO and he added that 3 years ago they received a thick report from ___ (a famous international strategic company meeting in Israel) that cost $1.5milion, and they could implement a little. Now we produced something much better in the cost of 1 page of their report, and it seems that we can implement it all. --Avner Haramati and Tova Averbuch, Oganim consulting network, mailto:avnerh@inter.net.il and mailto:averbuch@post.tau.ac.il * After an event in an aboriginal community in northwestern Canada, an elder told me, "This is the first many of our people have met like their ancestors did." --ChrisCorrigan * It was a great meeting. We were told that the professors who were sitting with us for all three days, the topic was Business / Education in 2010, never stay more then an hour on any conference. --Dr. Elena Marchuk, Regional Development Center Ceres, Novosibirsk, Siberia, Russia mailto:marco@mail.nsk.ru * If you ever want to know if OS works in Japan, based on my experience, IT DOES. I have trained a Japanese colleague to be able to run Open Space meetings, and he already has two requests from our sales managers to run OS meetings with their teams on how to improve their sales volume. --Jimbo Clark mailto:jimbo@ltl-j.com" * While I was into my introduction one of the older bishops exclaimed, "Hey, I know this! It's baraza!" An immediate discussion ensued in which several remembered that it had been a key element in their village culture. All noted that it is no longer used except perhaps in some very remote places. So open space is deeply imbedded in African Culture, at least in Kenya. --Michael M Pannwitz mailto:mmpanne@snafu.de and www.michaelmpannwitz.de * For the first time in 15 years, instructors and teachers (top specialists in several fields) participated in planning meetings. --Jaime Pedreros Fitzgerald, Bolivia, mailto:jpedrerosf@yahoo.com and mailto:rprcons@lycos.com * One of the -hoorays- from a recent Open Space is that a manager heard a lot of feedback about how the negative and repressive behavior of one of his supervisors (who had chosen not to participate) was affecting his employees. The manager has now found the courage to confront the supervisor with some new requirements about his job performance. We will see what behavior actually changes--but the issue is now out in the open, instead of driving everybody crazy behind the scenes. --JoelleLyonsEverett? mailto:JLEShelton@aol.com" * "The take-up rate for implementing the priorities was 95%! At last count, the priorities are being realized in five cities and through one steering group on national policy." --client comment to facilitator KerryNapuk? * "I found the Open Space experience to be extremely valuable as I get to sit with other practitioners to discuss the problems of the community rather than just hear preaching. There’s only one problem with Open Space … it has spoiled me. I’m going to be bored with any conference that doesn’t have an Open Space track now." --participant comment to facilitator MichaelHerman at professional conference track run in Open Space * "I really found the Open Space experience very helpful since it brings people, including the experts on the issues, together to share their experiences and address the issues. The next conference can be Open Space all by itself. I felt that I got much more out of the Open Sessions than the tutorials for which I paid so much!" --participant comment to MichaelHerman at a professional conference track facilitated in Open Space. * "The entire conference was a wonderful experience. I had real reservations when you started talking about Open Space, wondered how it would work, would the groups be intellectually challenging. Some were, some were not, but the liberating factor of being able to get up and move on more than made up for this. Some, where I thought I would bumblebee were interesting enough that I stayed put. Others finished early and I wondered around until something caught my eye. In others I, with the approval of the group, went over to check with another group to see if we were duplicating each other, we weren't, and then came back and reported to the group. It is truly remarkable…This was my first experience with this. I liked the diversity of the people there. I found most of the people who convened groups were not experts on an issue, but were ones who wanted to know more about the issue. And somehow those with expertise and information found their way there. --client reporting back to LisaHeft after Open Space conference. * "This was the best meeting I've participated in during my 30 years in this parish." -- An elder at St. Augustine Church in Pleasanton, California, during the closing circle (JeffAitken reporting) More of what people say... * [How Do Facilitators Describe Open Space Technology?] - a compilation of our global Open Space colleagues' thoughts and experiences, by LisaHeft * [What Clients and Participants Say] - an article about Open Space facilitators' observations of their clients' and participants' experiences in and reflections on being in an Open Space event, by LisaHeft
FACILITATORS
CLIENTS & PARTICIPANTS
WHAT
IS
more than a better meetings method
OWENenak
I could be very wrong, but it seems to me that recently there have been a number of indications that people are finally taking self organization seriously. The latest comes from a Washington Post story dealing with the Obama campaign – which they note was massively self organizing. To see the story for yourself, click here. I think this uptick in interest and awareness could be very important to this community. We know a lot about self organizing systems and living creatively with them because that is what OST is all about. This knowledge and experience is something we can and should share. If nothing else this sharing will enable us to break out of the “better meetings box,” and join what I take to be the infinitely more important conversation about high level organizational function – which translates into efficiency, effectiveness, profitability – to say nothing of surviving and thriving in a crazy (self-organizing) world.
On 25 November 2008, Harrison Owen, originator of Open Space Technology, sent the following message to Open Space practitioners around the world:
EXPLANATIONS
Open Space Explanations These are a few points commonly used to explain what Open Space Technology is: * the energy of a good coffee break: OST began in part to the oft-quoted observation that in traditional conferences, the coffee breaks are the best part. * growing more of what works: focussing attention on things makes them grow, in importance, detail and depth. So why not grow more of what works rather than stuff that doesn't? * one more thing to not do: the essence of developing an OST facilitation practice is to continually practice letting go. Finding one more thing not to do helps develop this practice over time. * passion bounded by responsibility: Passion gets you out of your chair, responsibility moves you to action. Things only get done by individuals, and nothing gets done unless people want to do. Passion is great, but goes nowhere until the feet take it somewhere. * a practice in invitation, an inviting practice: The essence of OST is invitation. Invitation gathers people into the event, where they are further invited to post more invitations. The results of the groups that accrete around those smaller invitations are invitations to carry the work into the larger world. Practicing invitation... * fully present and totally invisible: An OST facilitator holds space open like trusses keep a roof perched on top of the walls. Without the trusses the room collapses. Without the conscious act of holding it open, space closes. * letting go… into movement: Open Space Technology (OST) is a simple, powerful way to get people, information and whole organizations moving. It's not so much about feeling good or talking tough, but that can happen. What it's really about is getting the most important things done in organization - done now and done well. * conflict, complexity, urgency, diversity: Harrison always says, OST works best where conflict is present, things are complex, there is huge diversity of players and the answer was needed yesterday. And the more of all of that you have, the better OST works. Go figure. * what do you really want to do + why don’t you take care of it: The highest form of OST facilitation practice is to turn back everything to the people. When confronted with a question, respond with two: what do you really want to do? and why don't you take of it? Every thing the facilitator does for a group is one less thing the group knows it can do for itself. * marketplace, circle, bboard, breathing: the four basic mechanisms at work in an open space meeting or event. of course, these exist everywhere in the world, in all kinds of forms, but they tend to exist more cleanly and clearly in open space. the effect is generally faster, easier movement. * invitation, invite list, spacetime, footprints: The four seasons of Open Space Technology. Everything begins with the invitation (purpose), is transmitted to the invitation list (story), is organized in the event (structure) and follows through with footprints (action). Spring, summer, fall, winter. The room used for OST begins cold, fills with warmth and growth, witnesses the dispersal of people and effort and ends cold again. * the law of two feet (two footprints graphic): If you find yourself in a situation where you are neither learning or contributing, move somewhere where you can. This is a law like the Law of Gravity. You can choose to notice it or not, but it's safer just to notice it. * the four principles (question mark graphic): Whoever comes is the right people, whatever happens is the only thing that could have, when it starts is the right time, when it;s over it's over. These aren't prescriptive, they are the results of thousands of little experiements. Open Space Glossary * There is a multi-language glossary of Open Space terms and phrases at LisaHeft 's website [Glossary] -- this is growing and you are welcome to contact her at mailto:lisaheft@openingspace.net if you would like to help by adding a language. This may also be helpful to those of you who are making signs of principles and law for events in different languages.
ISN'T
* A brainstorming session (people discuss their heartfelt concerns)
* A glorified suggestions session (the emphasis is on taking personal responsibility for making things happen)
Topic
* A complaints session (ditto)
* A jolly (an Open Space event is a serious business meeting where real work gets done)
* Total anarchy (there is appropriate structure and appropriate control)
GUIDE-Hermann
TESTUAK
CHOOSING ost
CHOOSING OPEN SPACE TECHNOLOGY Things to Consider if you are contemplating an Open Space Meeting or if you are contemplating transforming your organization to operate as an Ongoing Open Space Organization What is an Open Space Technology meeting? Open Space Technology is a meeting methodology that helps individuals and groups become more effective in work environments that are rapidly and constantly changing by developing their skills as lifelong learners and collaborative problem solvers. It creates the conditions so that the maximum potential of the individual and the organization to be realized. Open Space Technology captures the knowledge, experience and innovation in the organization that is not captured through less open processes. What are the benefits of using Open Space Technology? * Breakthrough learning * Appropriate structure * Genuine community * Spirited performance * Playful involvement * High efficiency * High productivity * Shared leadership * Growth from within * Elimination of barriers to doing a job quickly with excellence and pride What is Open Space Technology best used for? Almost any business issue including strategic direction setting, envisioning the future, identifying the issues and opportunities to realize the desired future, conflict resolution, morale building, organizational transformation to a high performing and high learning organization. When is Open Space Technology the best meeting format to use? Any organizational situation in which there is: * A real issue of concern * Diversity of players * Complexity of elements * Presence of passion (conflict is an element of passion) * Decision time is now To learn more about whether Open Space Technology is what you would like to use for your organization 1. Review some of the articles about the use of Open Space around the world. These can be found on the website that is currently under construction for the Global Open Space Institute at geocities.com/Athens/Oracle (note that this is the location of the site until initial construction is completed at which time it will be located at www.tmn.com/openspace replacing the site that is currently there. I refer you to the one under construction because it has over 200 articles and is content rich). 2. Go through Harrison Owen’s Open Space Technology, A User’s Guide (Berrett-Koehler, 1997) to give you some insight into the basic principles of Open Space and how it has worked in a number of settings. 3. Read the appendices attached to this document. They have been carefully selected from the available materials to give you a quick overview of why large systems interventions are critical as the means for achieving organizational change in these times; description of Open Space Technology; and selected articles giving you examples of the successful use of Open Space Technology. 4. Determine whether Open Space is appropriate. (Consider Critical Success Factors 1 and 2.) 5. Create the conditions for success (Plan your strategy for meeting Critical Success Factors 3-10) 10 CRITICAL SUCCESS FACTORS for Using Open Space Technology: (developed by Diane Blair, Manager of Meta Learning, Bank of Montreal, Institute for Learning. Diane developed this for circulation at the Bank, where Open Space Technology has been used both at senior levels and across entire divisions. Diane has put this together with a large organization in mind. As well as her role at the Bank, Diane is an active member of the Open Space Institute of Canada. Diane can be reached at dblair@ifl.bmo.ca) 1. OUTCOMES: Do you have pre-set outcomes for your meeting ? If you already have an agenda that must be addressed or an issue with a solution already in mind, Open Space is not the approach to use; choose a structured process that will best get you to those goals. Open Space is an opportunity to get at what’s really important about a particular topic for those who are already "passionate" about it and are committed to doing something about it. * An Open Space meeting should declare issues and opportunities and should NOT pre-determine outcomes. * Choose only the topic and create the "space . Let the participants create the outcomes. 2. PARTICIPANTS: Is the invitation "Open"? Traditional meetings tend to focus on transferring knowledge: they begin by teaching content, usually by educating participants about a particular vision and understanding the rationale behind it, then motivating them to help make it happen. Open Space meetings focus on leveraging knowledge: they begin with what people are already "passionate" about and provide space to capture the passion and take responsibility for doing something about it. The effectiveness of Open Space depends on engaging the right people: an Open Space invitation is open to anyone who has a passion about the issue and challenges them to take responsibility by sharing that passion. Hints: o Avoid limiting your invitation list by position or role, invite the right community of interest for the topic. o The invitation should include: a brief explanation of the issue; the question that will be addressed; a clear message that the meeting is only for individuals who have a passion about this issue and a willingness to take responsibility. ( Note: you can still set a limit on the total number of participants, in fact, this often heightens the enthusiasm and commitment to attend. ) 3. EXPECTATIONS: How focused is your issue? How much time can be allocated? a) The more focused the question or topic the more tangible the outcomes. A broad topic, such as "What are the challenges and opportunities to enhance our productivity? " will attract a very broad collection of issues and could take several days of discussions before common understandings begin to emerge. Where as, a more focused question, such as, "What are the challenges and opportunities to enhance customer service scores of our flagship in the next 12 months?" will attract a much more specific audience and a more specific set of concerns. * If the intent is simply a sharing meeting or "idea gathering," the topic question can be very broad in scope * If more specific solutions are desired, make the topic question more focused and allow more time to come to a deeper understanding and to solutions. 1. The longer the Open Space the greater the discussion and more focused the resolutions. Open Space is a learning process. Discovering, reflecting and resolving issues needs time. The general rule is: One day of Open Space produces good conversation; Two days - common understanding; Three days -Tangible results ...issue resolution, emerging leadership and action planning. However, to some degree, groups can achieve more tangible results in less time by focusing on a more specific topic and ensuring the stakeholders or hosts of the Open Space are well prepared (see Stakeholders). o Plan on the appropriate number of days to match your expectations for results. o When time is short, narrow the scope of your topic to match the outcomes you expect OR break the issue into several meetings and tackle it in stages. (E.g. The first stage could be a small Open Space for the leaders or champions of the issue. The "Small Space" could focus on the issue with respect to the challenges and opportunities for leadership) 4. THE "RIGHT" QUESTION: How well does your topic match your target audience? It clearly doesn’t make much sense to bring people from all over the Bank to discuss how to improve customer service scores for one flagship in Alberta. Similarly, it would be just as inappropriate to invite only sales representatives to address how to improve product-to-market time for the Bank’s new financial products. Successful Open Space meetings tailor the topic to the target audience OR engage the right audience for the topic. *Ensure you include any group that may have a potential interest in your topic OR *Size the issue to suit the audience you are serving. 5. STAKEHOLDERS: Who are the leaders and are they prepared to lead differently? If Open Space is to be more than a "brainstorming" session, participants must have the "space" to take responsibility for the issues they are passionate about both during open space and after. In any organization, most issues will involve more than one stake holder group. Each of these stakeholders has its own leaders and change agents that play key roles in getting things done. Tapping the potential of all participants in an Open Space cannot be achieved with out leaders who both understand the issues and are committed to using an Open Space approach to address them. The messages leaders send about the issue and the process can greatly support or inhibit Open Space results, even when they say nothing at all! A successful Open Space has leaders who are able to create the space for shared leadership to emerge (out of passion + responsibility), recognize it and support it. Successful Open Space leaders not only agree to Open Space as a meeting process, they are committed to the topic and to resolving it as a shared responsibility, including giving up control of the agenda to get there! o Prepare Stakeholders by involving them in a small Open Space to plan future Open Spaces o Ensure you have the understanding and commitment of each leader with an interest in the issue and its outcomes. Reinforce this commitment in all your communications. o name each of the stakeholders on the invitation as hosts for the Open Space. o have stakeholders set parameters around the issue (see Parameters) 6. CRITICAL MASS: Do you have enough "critical mass" for this issue to move forward ? While it is possible, its a lot tougher and a lot slower for one person to go back to work as the only supporter of a new idea or approach to a problem. When two people work in the same area, or can impact different aspects of the same division or department, they can not only support each other better, they are more likely to create a ripple effect that’s large enough for others to notice. * Focus the open space target audience so that participants are more likely to establish connections they can draw on after the Open Space. 7. PARAMETERS: What are the parameters for your issue? Despite popular opinion, having "no parameters" around an issue does not necessarily mean more freedom. In fact, Open Space parameters are not limitations at all, they can be the key to unlocking some of the old barriers that keep people from taking responsibility for their good ideas. Setting parameters is a very tangible way for the leadership to reinforce their support for an issue and their confidence in their staff in resolving it. *Some parameters to consider.... Budget - any project within $X Schedule - any project within Y time Structure -any project within the domain of the division,/region,/department) Bus. Plan - any project within the vision, mission, objectives - or, supports our current business plan priorities Other... - commitment to discuss any proposal for this issue outside these 8. SUPPORT: How can I best support what can happen next? Open Space invariably produces innovations that don’t always fit with the current way of doing things...How can I best create the "space" for participants to move forward with their issues in the daily work? Consider: o Identifying Mentors? o Adopt an executive? o Other open space forums? Or mini-forums? o Adopting open space principles in regular meetings o Building outcomes into personal and business plans 9. COMMUNICATION: Keep up the communication. In Open Space, even though the meeting comes to an end the issues continue to evolve. The on-going learning and discovery are important benefits that need to be nurtured. o Create opportunities for sharing stories and discussing new issues and concerns. o There is no one answer to the most appropriate way to keep the learning alive. Any approach is best supported by helping key leaders understand the importance of encouraging ongoing, informal links and being prepared to support opportunities as they emerge. 10. ASSESSMENT: Be prepared to be surprised. By having the freedom and capacity to think about issues differently and work differently, opportunities will emerge in different ways and at different times. Some issues will take shape and be ready to happen right away , others may percolate for even a year or two before taking shape. Still others may never take a concrete form but will impact the way groups begin to think and work together in many ways. The impact of Open Space is best measured with a long term approach that can take into account the on-going learning and activity generated by the Open Space. *Create a means of assessing where your ideas and new competencies are coming from. How can you increase these opportunities? Can open space techniques help in other ways? Other Helpful hints... Preparing Stakeholders: If Open Space is new to the audience, it is important to prepare them to be successful. Hold a Small Open Space to introduce the technology and to help the stakeholders discover how they can best provide support. Focus the small space on the role of leadership in moving forward with the issue. Participation: When possible, all stake holders should actively participate in the Open Space meeting. Open Space is a much more powerful learning tool and change agent when it is truly a "round-table" meeting where the whole community is represented and all idea and concerns are valued equally. Facilitation: If you are a stakeholder you should plan on participating in the open space rather than facilitating. It is generally advantageous to have an objective facilitator so you can focus on the issue and they can focus entirely on the process and on coaching the stakeholders without bias. Note: above section reproduced with permission; Diane Blair, Bank of Montreal, 1997 Making a Decision About the Ongoing Open Space Organization Open Space Technology was originally created to enable better meetings and to capture the potential of individuals and the organization. Over the last five years, as well as being used for meetings, it has been used as an ongoing way of organizational life with great success. The "givens" or "non-negotiables" in the organization need to be well attended to and clearly understood throughout the organization and not just by a few people at the top. Givens are to be authentic and kept to a minimum. The givens provide the boundary within which there is room for innovation, creativity, spirit, high play, genuine ongoing community. The formal leadership in the organization "holds the space" or ensures the conditions continue for this means of staying highly productive, highly creative, and inspired. If this is what you would like to create in your organization, you will create a leading edge organization that is able to maximize the potential of all involved and to ensure that the organization sustains itself as a learning organization. This cannot be achieved if there is a high desire to "control" the organization. In today’s times, we know that control does not achieve the type of organization that is leading edge, on the forefront for success in the world. The role of the senior leader in the organization is the critical role in seeing the organization through the transformation to operating in this highly spirited way. There is a great deal of resistance to the transformation which Harrison Owen calls "freedom shock". No other large organization has yet made the decision to become an ongoing open space organization, although many large organizations use Open Space Technology to do critical components of their business. A number of small organizations (up to 100 employees) are operating in ongoing open space with successes that are greater than their original aspirations. Interestingly, all leaders who have taken the risk to try operating in a different way have been women. The risk is high; the payoff is high; but it does require a totally different way of managing than our business schools have taught us. The role of the external consultant/facilitator is to develop the plan for implementation; to focus on executive coaching with the formal leader; to train the internal organizational development team and senior management in leading open space events and in managing the open space organization; and to conduct the initial open space meetings. Total external consultant time is about 40 days. Beyond that, the senior staff and organizational development team can continue with both developing the new organization and creating the conditions to sustain it at peak performance. Contributed by: Birgitt Bolton Dalar Associates head office: 55 Ravina Cres., Ancaster, Ontario, Canada L9G 2E8 phone: 905-648-5775 fax: 905-648-2262 e-mail: birgitt@worldchat.com
Birgitt Bolton
LABURPENAK
2 orriko LABURPENA
DOING AN OPEN SPACE: A TWO PAGE PRIMER WHAT IS OPEN SPACE? It is a self-organizing practice of inner discipline and collective activity which releases the inherent creativity and leadership in people. By inviting people to take responsibility for what they care about, Open Space establishes a marketplace of inquiry, reflection and learning, bringing out the best in both individuals and the whole. WHEN TO USE IT: v Where conflict is holding back the ability to change v Where the situation is complex v Where there is a high degree of diversity v Where there is an urgent need to make speedy decisions v Where all stakeholders are needed for good decisions to be made v Where you have no preconceived notion of what the outcomes should be PROBABLE OUTCOMES: v Builds energy, commitment and shared leadership v Participants accept responsibility for what does or doesn't happen v Action plans and recommendations emerge from discussions as appropriate v You create a record of the entire proceedings as you go along HOW IT WORKS: The Law of Two Feet means you take responsibility for what you care about -- standing up for that and using your own two feet to move to whatever place you can best contribute and/or learn. Four principles apply to how you navigate in open space: Whoever comes is the right people Whoever is attracted to the same conversation are the people who can contribute most to that conversation—because they care. So they are exactly the ones—for the whole group-- who are capable of initiating action. Whatever happens is the only thing that could've We are all limited by our own pasts and expectations. This principle acknowledges we'll all do our best to focus on NOW-- the present time and place-- and not get bogged down in what could've or should've happened. When it starts is the right time The creative spirit has its own time, and our task is to make our best contribution and enter the flow of creativity when it starts. When it's over, it's over Creativity has its own rhythm. So do groups. Just a reminder to pay attention to the flow of creativity -- not the clock. When you think it is over, ask: Is it over? And if it is, go on to the next thing you have passion for. If it’s not, make plans for continuing the conversation. HOW OPEN SPACE WORKS WHEN THERE IS CONFLICT: The Law of Two Feet gives participants freedom to move at any time to a discussion they care about. Caring creates common ground, and helps to remind participants of higher purpose. GROUP SIZE: To date, we know that Open Space accommodates groups from 5 to 1500 people. It can be run for a couple of hours to 3 or more days; consecutively or over time; at one site or at multiple sites connected by computer and/or phone and video. The longer the space is open, the more transformative the outcomes. THE STEPS IN BRIEF: 1. Select a focusing statement or question for your gathering. It should frame the higher purpose and widest context for your discussion in a positive way. 2. Invite the circle of people: all stakeholders or all the people you'd like to have in the room. Include the theme, date, place and time of gathering in the invitation. 3. Create the circle: Set up chairs in a circle or in concentric circles, leaving space in the center. Choose a blank wall for the Agenda Wall and label it AGENDA: AM, PM across the top. Set up a table for computers near a wall you label NEWS. Put blank sheets of news print (about quarter size of a flip chart page) and colored felt pens in the center of the circle. Near the Agenda Wall and the News Wall put masking tape for people to post papers on the walls. 4. To begin the gathering: Facilitator explains: the theme, the simple process the group will follow to organize and create a record, where to put things up and find out what is happening, the Law of Two Feet, and the Principles of Open Space. Then, facilitator invites people to silently meditate on what has heart and meaning for each of them. 5. Opening the marketplace: the Facilitator invites anyone who cares about an issue to step into the middle of the circle and write the topic, their name, a time and place for meeting, announce it and post the offering on the Agenda Wall -- one sheet per topic—as many topics as he/she wants. They will be convenors who have responsibility for facilitating their session(s) and seeing to it that a report is made and shared on the News Wall. 6. When ALL offerings are concluded, the Facilitator invites people to sign up for what they are interested in and take responsibility for their schedules, using the Law of Two Feet. 7. People participate in discussions. The Facilitator takes care of the space. Reporters enter discussion reports in the computers and printouts are posted on the News Wall. 8. Closing Circle: all reconvene an hour before closing to share highlights, "ahas" and key learnings in a Dialogue format: simply listening to whatever people have to offer without discussion, or you can pass a "talking stick" for each person to hold as he/she is talking, or to pass along if the person doesn't want to contribute anything. 9. Mail out whatever record is created and an address list to all who came. 10. If it is a several day gathering, do steps 3 through 8 daily. From: Anne Stadler, annestad@nwlink.com See also www.spiritedwork.org
Anne Stadler
www.spiritedwork.org
annestad@nwlink.com
HASIERA ETA BUKAERAZ
OPEN SPACE TECHNOLOGY OPENING OUTLINE I. Welcome; Create space A. [Introduction by sponsor] B. Sit back, take a deep breath (begin walking the circle) C. Introduce myself, honored to be here D. Look around, I know the skills, ability, knowledge,...caring are in this room II. State the theme A. State it clearly, succinctly and provocatively (e.g., create better service for large customers) B. Expectations for outcome (e.g., get as specific as you can so that you can leave here and act) C. Constraints and commitments (e.g., Rich will support you in anything you come up with within his span of control; he will work with you to make happen anything that involves contractual, budget or crosses department lines in service to customers) III. How does this work? A. Point to the blank wall; here’s your agenda, promise in next 30 minutes you’ll wonder how we’ll do it all B. Pick some useful examples to express the potential for magic C. Passion and responsibility 1. Write issue, name, announce, post 2. When everyone who cares to has done so, sign up for as many as you are interested in 3. Not brainstorming 4. Responsibility: to convene group, document session 5. Will create a book with all the sessions D. Housekeeping 1. Food, breaks logistics 2. Evening News, Morning Announcements 3. Bells for gathering everyone together IV. Principles A. Whoever comes are the right people 1. Don’t need the CEO, or hundreds of people; just who cares 2. Only one? When was the last time you had quiet time to think and write about something you really cared about? Go for it! B. Whatever happens is the only thing that could have 1. About letting go of expectations: coulds, shoulds; whatever is, is; work with it C. When it starts... 1. A reminder that creativity does not happen according to a schedule D. When it's over, it's over 1. Done in 10 minutes? Great! Move on. 2. Corollary: when its not over, keep going until you’re done E. Law of 2 Feet 1. Define it: when you are neither learning nor contributing 2. Fundamentally about personal responsibility: its up to you to take a stand get your own needs met 3. Two animals a) Bumblebees (1) Cross-pollinate ideas (2) That’s why you can sign up for things at the same time; its possible to be in multiple places at once b) Butterflies: they look very delicate and they’re deceptive in their impact (1) May never attend a session; they hang out in the coffee shop, by the pool, in the bar (2) You sit down and have a quiet, reflective talk with one of them; a chance remark may impact you’re thinking and you take it back into the larger group and it affects others (3) So , if you’re irritated by people who never go to the sessions, know they do serve a useful purpose; if you’re one of them, you don’t need to feel guilty about it – in open space you’re valued. 4. Death to Boars: moderates their behavior knowing that people can leave if they hog air time F. Be prepared to be surprised 1. Never before, never again will this group be together V. Do it A. Its time, remember, if your issue or pet peeve is not addressed, look to yourself B. My hope for you, that you reach your goals...that magic happens C. So, I invite you now to come into the circle, write down your topic, your name, announce it and we’re underway D. [Keep up patter; encourage them to keep sessions separate even if similar] OPEN SPACE TECHNOLOGY CLOSING Keep in the style and spirit of the gathering. There are two basic areas to process with people: What content related things came out for them; What did they learn about the principles in action (How does this process apply back in the real world?) Closing Outline 1. Are there stories anyone wants to tell? Perhaps new insights into their work or experiences with the principles or the law? II. What common ideas emerged? A. Try doing a quick "around the circle" question: Name the most important priority that emerged for you. III. Consider asking them to write down something that they think would be useful to remember: a task, a commitment, an idea and put it above their desk or someplace where they can reference it later. IV. Do a talking stick closing: talk about what this experience meant to you. V. Acknowledge their accomplishments: They’ve just blow their cover: you have demonstrated that you can work together; give examples from the session; now you have a choice. 6. Make my request of them: be the change they want in the world: bring this way of working together back to the work place and share it with others. VII. Say thank you...its been an honor to be with you. Contributed by: Peggy Holman
Pegy Holman
INCONTEXT_ANN WEISER
QUOTES
TAO
Date: Wed, 29 Jul 2009 09:44:49 -0600 From: Deidre Combs
Deidre COMBS
blog
web
ADIBIDEAK
IMPROBABLE DEVOTED&DISGRUNTLED
MassTLC Innovation 2009 unConference
KALIYA
Date: Sat, 3 Oct 2009 12:47:31 -0400 From: Kaliya
BIRTUALA
w-OST
ENDER,Gabriela
historia
From: OSLIST [mailto:OSLIST@LISTSERV.BOISESTATE.EDU] On Behalf Of Gabriela Ender Sent: Tuesday, July 21, 2009 6:15 AM To: OSLIST@LISTSERV.BOISESTATE.EDU Subject: [OSLIST] The joy of 10 years passion for OpenSpace-Online Real-Time Collaboration Dear Harrison and Open Space friends around the globe, Today I would love to virtually clink glasses and toast with you on my 10th anniversary of constant pioneer work in enabling a complete Do-it-yourself Open Space Real-Time Collaboration Internet Technology. The day of birth of the OpenSpace-OnlineR Concept, my deep flash of inspiration, was on July-17, 1999. ** Cheers ** Prosit ** Salute ** to all of you, who share this joy with me :-) A few years ago I created a little "birthplace memory picture" just for fun, please see here:
) and/or you can also have a look into the news section at our website: Thank you again and cheers ... Warmly from Berlin, Gabriela * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * OpenSpace-Online GmbH - The Power of People! * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * Winner of the "Top 10 World Changer 2006" Award * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * Resselsteig 30, 12209 Berlin, Germany eMail: contact@OpenSpace-Online.com website: http://www.OpenSpace-Online.com phone: +49-(0)30-772 31 69 fax: +49-(0)30-77 39 20 21 * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * Amtsgericht Berlin-Charlottenburg HRB 75583 Founder & Managing Director: Gabriela Ender ASHOKA
This profile was prepared when Gabriela Ender was elected to the Ashoka Fellowship in 2008. Gabriela Ender has developed a unique real-time collaboration system that brings people together across borders and allows them to jointly come up with constructive bottom-up solutions to their pressing problems. With her revolutionary OpenSpace-Online® methodology she empowers social organizations and businesses to find a new, constructive way to cope with change, to open new spaces for co-creative excellence, and to allow for more democratic and sustainable decision making. print email * The New Idea * The Problem * The Strategy * The Person The New Idea Gabriela is transforming the way knowledge and information flows and decisions are made, both within and between organizations, and is making it possible for good bottom-up solutions to intractable social problems to be channeled to the relevant decision makers. Using the internet in a new way, she provides her methodology, OpenSpace-Online® through an internet platform to organizations and institutions across the globe. She brings stakeholders together online and helps structure their interaction to become self-driven, and mines the wisdom of the masses without falling into chaos. Through clearly defined, virtual collaborative sessions, she allows participants from all levels of one organization or from several organizations to set a common agenda and work towards solutions at parallel, non-hierarchical levels. Gabriela links organizations and stakeholders across cyber space who would not otherwise have the opportunity to interact, and helps them to achieve joint solutions to common problems. All participants share their expertise and collaborate. Since her system does not allow a pre-set agenda, participants begin with a blank space and must become leaders: Regardless of their seniority, they share problems, ideas, and solutions. This creates a vertical change process: In a transparent, fast, and economical way, Gabriela enables senior managers and senior experts to learn that they can have a deeper impact by drawing on the knowledge, wisdom, and best practices of their constituents, who often know a problem best and may have a unique insight about how to solve it. Thus, stakeholders make their knowledge and experience heard, inform decision making, and shape institutional policies. Each side improves their institutions and their value to customers and stakeholders. Gabriela also builds networks of innovative organizations and respected opinion leaders to showcase how the collective expertise created through OpenSpace-Online® provides constructive solutions for key topics like climate change or health prevention. Thus, convincing the next round of adopters, her goal is to fundamentally change the structure of how people work together. Gabriela knows the time is ripe for her methodology: People know that solutions to pressing problems cannot be found through academic expertise alone, but only if the expertise of all stakeholders is considered, and more importantly, if those relevant to implementing the solution are part of the process.
RTVC (REAL TIME VIRTUAL COLLABORATION) 2009
OST and Change Facilitation Holger Nauheimer (Change Facilitation) wrote: > We did it! After a two months preparation, our international team hosted the > first Real Time Virtual Facilitation workshop, applying Open Space > principles and using a lot of different social media tools. > > A complete (and outstanding) mindmap covering the event can be found at > http://www.mindmeister.com/de/maps/show_public/2099109 > > ... > > We learned a lot as a team about technological barriers, virtual > facilitation skills etc. > > We will be back with an even improved concept! > > Holger
ORGANIZING IT
GELAREN kapazitatea
Open Space: how large a meeting room do we need? Accomodations often list the capacity of their meeting rooms for a setup in theatre style, U-shape or rectangle. But usually they have never heard of a circle with no tables. So you'll have to calculate the maximum circle size of the room yourself. Rule of thumb is the size in theatre style divided by two. Keep in mind that this works best for a room that is more or less square. Otherwise you might end up with an oval and that is not as nice as a circle. I have created a simple spreadsheet that gives a somewhat more precise calculation. Take the width of the room (the smallest side if it is a rectangle). If the room is 30 by 40 feet, the 30 feet is the measurement you calculate with to get the capacity of a nice circle. Any space left over at the end of the room can be used for the agenda wall, for a buffet or (if it is a lot) for one or more break out groups. The spreadsheet below can calculate the capacity of up to 3 concentric circles. And apart from the main room, you can also calculate the capacity of up to three break out spaces. The tabs in the bottom let you switch between metric and imperial measurements. Click here for the spreadsheet. I offer this spreadsheet as is and for no charge, and you are using it at your own risk. If you have any questions using it, or want to suggest improvements, you are welcome to email me at openspace@auryn.nl. Have fun with it!
TXANTILLOIAK
CORRIGAN
Logistics planning checklist
To keep on hand if you are the meeting coordinator, this list covers all the major tasks involved in planning an Open Space Technology meeting.
Topic
Planning checklist (MS Word)
Sample agendas
For some people, the notion that a meeting has no pre-set agenda is a little hard to swallow. For those within your group who require a piece of paper with times and activities listed on it, feel free to provide them with the following:
Topic
Sample 1 day agenda (MS Word)
Topic
Sample 1 day agenda with graphics (MS Word)
Topic
Sample 1.5 day agenda (MS Word)
Topic
Sample 2.5 day agenda (MS Word)
Invitation Resources
Preparing an invitation can be a lot of work. Getting the theme just right, eliciting the passion from your group and ensuring that you have described Open Space Technology well is all important. Here are some resources to help you get started.
Topic
30 snappy definitions of OST (MS Word)
Topic
Four longer descriptions of OST (MS Word)
Topic
An invitation template
Topic
Michael Herman's excellent collection of invitation resources
Report forms
In Open Space, making sure notes are kept is critical to producing a meaningful set of proceedings. Every convener is responsible for ensuring that their session is documented. These are the forms I provide to conveners as they post their topics..
Topic
Report form for OST sessions (MS Word)
Topic
Report form for action planning sessions (MS Word)
Chris Corrigan
chris@chriscorrigan.com
Phone (604) 947-9236
RR #1 E-3, Bowen Island, British Columbia, Canada V0N 1G0
Topic
Topic
Topic
OS ORGANIZATIONS
COSO (conscious)
http://www.dalarinternational.com/
http://www.dalarinternational.com/coso_develop.html
GENUINE CONTACT
http://www.genuinecontact.net/
http://www.genuinecontact.info/
http://209.85.135.132/search?q=cache:VyoSt4H-hnAJ:www.openspacecanada.org/events.htm+Conscious+Open+Space+Organization&cd=5&hl=eu&ct=clnk&gl=es&client=firefox-a
BRIGITT WILLIAMS:
http://www.saskworld.com/bodymindspirit/authors/birgitt-williams.html
MINTZAGAI CORRIGANenean
http://209.85.135.132/search?q=cache:hlstgR5cW0QJ:www.chriscorrigan.com/openspace/nonguide5.pdf+Conscious+Open+Space+Organization&cd=18&hl=eu&ct=clnk&gl=es&client=firefox-a
ADIBIDEAK
http://209.85.135.132/search?q=cache:4bxaNrCi67cJ:www.ila-net.org/Conferences/Program3.asp%3FProgramDBID%3D59+Conscious+Open+Space+Organization&cd=8&hl=eu&ct=clnk&gl=es&client=firefox-a
MORE INFORMATION
BIDEOAK
VAILL&OWEN
Date: Sun, 4 Oct 2009 09:33:51 -0400 From: Harrison Owen
http://www.vimeo.com/6818166
http://www.vimeo.com/6863338
http://www.vimeo.com/6857409
http://www.vimeo.com/6852209
BOTH WORLDS
EGILEAK
LEITH
CORRIGAN
CORRIGAN_TESTUAK
OWEN
OWEN_TESTUAK
PEACE
MEZUA_09
Date: Thu, 30 Jul 2009 09:05:06 -0400 From: Harrison Owen
SUMMARY
Opening Space for Peace Harrison Owen Note – The Open Space described here took place in a Villa in Rome which seemed to be the closest neutral turf. It was sponsored by the Italian Foreign Ministry and the Education for Life foundation. I have written this as my story, for after all it is the only one I can tell. The details of the discussion remain with the participants as they requested. Fifty Palestinians and Israelis gathered in Rome to talk about themselves, their future, and the possibilities of peace. They met in Open Space. Two days before the opening of the gathering, yet another “incident” took place. I do not know the details, and they really don’t matter, but in a moment the possibility of the convergence in Rome hung on a thread. The Israeli government moved on Ramallah and only by very quick actions were the delegates from that city moved to Jerusalem a day early so that they could make the trip. Once in Rome, all 50 came to the Centro Dionsyia – a marvelous 500 year old villa which over looks the Basilica of St. Peters. We thought to meet in a large pavilion located in the gardens, but upon arrival the rains came too. Not just a little rain but sheets and torrents, dark clouds, high winds, thunder, lightening. The dripping participants moved inside the villa for the opening ceremonies, but the time was late, and they were tired, some having been on their feet for 24 hours. So the opening remarks by the Italian minister for the Middle East were put to the side, as were the greetings from the conference organizers. We began with some powerful comments by Nada, a Serbian who has been working ceaselessly in that troubled part of the world. How to deal with your anger, pain and despair -- all spoken from the heart and from experience. We ate and went to bed. The next morning 50 Palestinians and Israelis sat in a circle under the pavilion. I opened the space asking each person to look around the circle and notice the people. It was quite a group. Not just your standard peacenics – but people from the right and the left politically and religiously. I began by saying that I had come because I cared for my friends in Palestine and Israel, and also for myself and my children. And although the people in that circle may feel themselves isolated and alone in their own private Hell with their own agonizing story, that story was also the story of our world. Like it or not they were in the hot crucible of the future of humankind. The future of all of us is being created in that strange place known as the Holy Land, even as it has been for millennia. So I cared, but I was also on the edge of despair or beyond. I could not think of any way out. The issues were so deep and intractable that movement appeared denied. Space was closed. But still I came, and still I cared – as I presumed was true for each of them as well. When the present is closed, and the future confused, sometimes the past can be helpful, and I recalled a time 10 years ago when I happened to be in South Africa as Mandela was released from prison. We did an Open space then in Capetown, and people sat in a circle fearing a future that appeared all too dark and bloody. Over the several years following Mandela’s release, as I came and went, my friends in the US and Europe would ask me what I thought about the possibilities. To their surprise and mine too, I said I thought that South Africa would make it. Not without problems for sure, but they would make it. When asked why, I responded that there were two things I know about every South African. They all loved their land with something approaching mystic intensity. And secondly, they all loved to sing. I felt that people who loved their land and loved to sing would find the way, as they seem to be doing. I knew that each person sitting in that circle in Rome also loved their land. They too loved to sing. Maybe we would find a way. But that way would not be easy, having many dark and fearful places. But we could not avoid the dark, or we would never see the light. We had to go deep. Each one of us must make that journey by ourselves, but it always helps to have a friend. So I invited them to find a friend, best of all a new friend, and don’t forget to sing. And so we started. The open circle quickly filled with people posting issues. In 20 minutes flat, the work for the next two days was on the wall. It was not a pretty picture, and hard work in abundance lay ahead, but we were under way. All day long, in the usual way of Open Space, the conversation continued. Sessions convened and dispersed. The details of those conversations are known only to the participants, but sitting in that space, I felt an incredible flow of passion and desire, hope and exasperation, fear and no small amount of trembling. It was all coming out. But as we came to the end of the day, there was a peace which did not exclude conflict, but somehow transcended it. We gathered in the circle for Evening news. An olive tree had given me a branch for our talking stick. And we shared. 50 Palestinians and Israelis sitting in a circle, passing an olive branch each to the other. The next morning broke clear. Not a cloud in the sky. The warm Italian Sun gave energy to the place, and we began again. New issues were posted, conversations commenced, but there was an edge. It seemed that on this day we would go into those dark and frightful places that had perhaps been visited before, but now it would go deeply. To set the tone, one of our number noted that there had been yet more killing in that land they called home. As the morning progressed, the clouds came, and by noon the Sun was completely hidden. A cool breeze brought a chill. Over the afternoon, it became darker and colder in stark contrast to the heat and intensity of the conversations. By late afternoon, I found myself sitting on a bank of steps in front of the villa between two large groups in heated debate. I could hear some of the words, but didn’t need to listen in order to catch the tones of anger, despair, fear, frustration – all came rolling towards me like a heavy surf – acid discontent and pain. It was deep and it went deeper. Shortly after 5 pm, I rang the Temple Bells signaling Evening News. Nobody was listening, and the waves of pain and fear rolled on. There was nothing to do, but simply be there with it all. After all, this was why we came together. Sometime later – I do not know exactly when – the conversation ceased only to be replaced with an awesome silence. For practical reasons, it was not possible to return to the pavilion for Evening News, instead we gathered in a garden, sitting formally in white lawn chairs. The circle was no bigger or smaller than previously – but the distance between us all was huge. It appeared almost as the Theater of the Absurd, surreal and menacing. Dark clouds, chilled air, white chairs, green grass, somber people. I passed the talking stick – an olive branch – wondering whether it would simply wilt in the atmosphere. Most people just passed it along without saying a word. Many of those who spoke noted the difference between that moment and the evening before. Some voiced a feeling that all of us had. Yesterday had been but an illusion, a phantasm, a terrible ironic dream which would haunt us even as it disappeared. Evening News was over, and the group scattered, some walking alone – others with a friend or two. It was very quiet. That night, after a meal I would hardly touch, I went to my room, which was located just to one side of our pavilion where once again we would meet in the morning. The pavilion was lighted all through the night illuminating a silent circle of 50 chairs. And over the top of the pavilion, I could see the dome of St. Peter’s bathed in floodlights standing silently as it had for centuries. If I slept that night, I can’t remember. I do not know what the others felt as they wrestled with the night, but I knew waves of fear and anger, fear and desperation. What had started as a glimmer of hope just two days before now seemed but a haunting, ironic nightmare. And yet through it all I knew that the hope had been real, the space had been open, we had seen some light. But all of that had been followed by a forbidding darkness which threatened, or perhaps had succeeded – in quenching the light. It became clear that the end to our story was a matter of our choosing. We could see only light quenched by darkness and choose to live in that darkness. Or we could see that it was only because we had known the light and hope that we had been able to go deeply into the darkness. And so we could carry both the light and the darkness and continue the journey with a friend(s) – remembering to sing. Our choice. Some words from Rumi, the Suffi poet came to my mind. “There is a field, beyond right thinking and wrong thinking. I will meet you there.” The night ended and the dawn broke, and once again we were sitting in a circle. 50 Palestinians and Israelis, on our final day together. I opened the circle with a few words. Exactly what they were, I can’t remember – but something like... We have known some hope and light together. We have entered into the darkness. This is a day of choosing. I propose that we take the next hour to be with our selves and/or talk with our friends. In one hour, I will ring the bells. Those who wish to return to our circle, please do so. Those who find that they cannot come back – for whatever reason, know that their choice is honored and respected. Then I said the words of Rumi one more time. “There is a field beyond right thinking and wrong thinking. I will meet you there.” And I left. Over the hour, I walked the grounds, past the olive trees, down the many paths, pausing to gaze at the looming Basilica of St Peters. Strangely silent. Strangely comforting. Others were around, but I spoke to no one, and no one spoke to me. As the hour ended, I passed an olive tree. It gave me a fresh branch. I started ringing the bell and slowly returned to the circle of 50 chairs, not having a clue as to what might happen next. I was surprised to see all the chairs full. My words were few – something like – We have known the light and walked in the darkness. And where are you my friends? Where are you going, and what are you going to do? I passed the fresh olive branch to my right. For the next several hours, people spoke, one at a time...with respect. As the hours past, people came and went as they needed, but they always returned. There were tears and laughter. New projects were announced, and old ones revisited. Commitments were made to continue, and the roughness of the journey ahead acknowledged. On this last day we had been joined by a special guest, the head of the Islamic community in Rome. And after all had spoken, I invited him to speak. He was introduced by David Rosen, a leading Orthodox Rabbi from Jerusalem. As I remember his words were something like, “The Koran teaches us that to kill one person is to kill us all. And to save one person is to save the world. We must take whatever steps we can.” When he finished, there was absolute silence, and I asked the group to stand, and one more time look into the eyes of each of their fellows. It was a long look. And then I asked that they turn in place so that each person faced outwards to all points of the compass. I wished them well on their journey, and asked that they remember, when they felt lonely and discouraged, that there was much love and respect behind them, at least at this moment. The circle broke. We had lunch. The afternoon was an incredible flow of informal discussions, moments of reflection, relaxation. Diner came, musicians from Palestine and Israel performed, people danced. And in the morning busses and taxis departed. I returned from Rome last night, and this morning I read that more have been killed. The struggle goes on, but I do not think it is hopeless. At the very least we all have a choice.
ELKARRIZKETA
LEARNED last 20 years
What We Have Learned The Invitation From: "Harrison Owen"
Michael Herman Associates
http://www.michaelherman.com
http://www.ronanparktrail.com
http://www.chicagoconservationcorps.org
http://www.openspaceworld.org
HEFT, Lisa
glosategia
Raffi
OST-WORLD
OSonOS
TAIPEI 2009
Suzanne Daigle
Date: Wed, 14 Oct 2009 18:03:55 -0400 From: Suzanne Daigle
(g)UNEA
INSTITUTES
OSLIST
ARCHIVES
Anyone can search the archives of the OSLIST. The messages collected there since 1996 offer a wealth of insight, learning and community spirit and support. [Click Here] for the main [OSLIST Search Page]. Here are some KEYWORDS you might try...
BILATZEKO
GAIAK
* Organization Type... Technology, Church, Youth, School, Government, Health Care...
* Where you are... Berlin, Chicago, Denmark, Hong Kong, Nepal, London, Paris...
* What you'd like to do in Open Space... Strategic Planning, Corporate Retreat, Annual Conference...
* Deeper themes... conflict resolution, self-organization, hierarchy, control, letting go...
* How to... convergence, non-convergence, computer voting, sticky dots, talking stick, documentation, video...
* more suggestions???
JOIN US !
HISP
AGILES
Salud, Xavier Albaladejo www.proyectosagiles.org
AZALPENA
Qué es y cómo hacer un Open Space Submitted by xavier.albaladejo on Jue, 19/02/2009 - 00:40 * Eventos y conferencias Eventos y conferencias QUÉ ES UN OPEN SPACE La técnica del Open Space permite conseguir, de un grupo numeroso de personas y en un mínimo tiempo, las mejores ideas alrededor de una o varias grandes materias (“tracks") sobre un gran tema. En un Open Space los asistentes se autoorganizan proponiendo los temas y programando una serie de reuniones que van a tener lugar justo a continuación. Suele durar entre medio día y hasta dos días completos. Las reuniones pueden tener lugar simultáneamente y los asistentes son libres de decidir a qué sesiones quieren asistir y de cambiar de reunión en cualquier momento. * Ejemplo de tema: Metodologías Ágiles. * Ejemplo de materias (“traks”): Ingeniería ágil, Cambio organizativo, etc. * Ejemplo de temas concretos: Arquitectura emergente, TDD, nuevos roles, trabajo en equipo, etc. LOS CUATRO PRINCIPIOS 1. Cualquier persona que se presente en una reunión es la persona adecuada (cualquier participante en una reunión es correcto simplemente por que se ha preocupado en venir). 2. Cualquier cosa que esté sucediendo es la única cosa que podremos llegar a tener (estate atento a lo que está pasando ahora, en lugar de preocuparte sobre lo que podría pasar). 3. Sea cual sea el momento en que comience, es el momento correcto (este principio ayuda a superar la falta de un horario o agendas previo al Open Space y enfatiza la creatividad y la innovación). 4. Cuando se acabó, se acabó (fomenta que los participantes no desperdicien el tiempo y, por el contrario, que cambien a otro tema cuando una discusión fructífera deja de serlo). LA ÚNICA LEY: “LA LEY DE LOS DOS PIES” Si en algún momento sientes que no estás aprendiendo o contribuyendo en nada, usa tus dos pies. Vete a otra reunión donde puedas aprender o contribuir. (Nadie debería estar en una reunión que considera aburrida, sólo las personas que estén genuinamente interesadas en el tema deberían asistir a una reunión). QUÉ SE NECESITA * Varios espacios para poder reunirse: o Una sala “central”, con capacidad para todos los asistentes. En ella se propondrán los temas del Open Space, estará ubicado el horario y al final del Open Space se explicarán los resultados de las reuniones. Los asistentes se sentarán formando un semicírculo casi cerrado, de manera que se facilite el contacto visual entre todos. o Tantos espacios de reunión como reuniones simultáneas se prevea tratar o realizar, normalmente se corresponden con materias (“tracks"). Estos espacios deben ser muy cercanos para que los asistentes al Open Space puedan moverse fácilmente durante y después de cada reunión. Por ejemplo, puede haber un espacio de reunión en cada esquina de la sala “central”, si es suficientemente grande. * Material para confeccionar el horario del Open Space: o Una superficie grande (por ejemplo, una pizarra blanca, una pared o un cartel) donde pegar las tarjetas con los temas que se vayan proponiendo. El horario se prepara en forma de matriz, dividiendo en horas en el eje de abscisas (1’5 horas entre reuniones y 1 hora para comer) y en espacios de reunión (“tracks”) el eje de ordenadas. o Tarjetas tamaño A6 para escribir los temas propuestos para las reuniones. o Rotuladores y/o marcadores de colores. o Cinta adhesiva para pegar las tarjetas. * Material para cada reunión: o Para cada reunión que se mantenga simultáneamente: una pizarra blanca o similar donde poder escribir, así como rotuladores y/o marcadores de colores. o Tarjetas, rotuladores y cinta adhesiva. * Un facilitador para explicar y guiar el proceso, especialmente durante la creación del horario y en el cierre del Open Space. EL PROCESO * Introducción (15’) o El facilitador explica las grandes materias (“traks”) que se tratarán en el Open Space, el proceso, los cuatro principios y la única ley. # Propuesta de temas concretos y programación en el horario (45’). * Cada asistente conversa durante 5 minutos con sus vecinos sobre los temas que les gustaría debatir. Para cada tema, un asistente pide al facilitador una tarjeta donde escribir su nombre y el tema en cuestión, enunciándolo preferiblemente en forma de problema a resolver. * Los asistentes se van poniendo en fila en el espacio abierto del semicírculo. Cada uno dice su nombre y enuncia el tema que propone debatir mientras enseña la tarjeta al resto de asistentes de manera que la puedan leer. A continuación se va a pegarla en una hora que esté libre del horario del Open Space (que está conscientemente separado del semicírculo para no desviar la atención de escuchar todas las propuestas) y vuelve rápidamente a atender. * Cuando ya se han enunciado todos los temas, los asistentes se reúnen frente al horario para acabar de organizarlo. o Si alguien desea que un tema se mueva a otra hora, se lo solicita a su propietario, que decide si lo mueve o no, respetando al máximo el horario original para no incomodar a otros asistentes. o Un tema se puede añadir a otro si el propietario del tema receptor está de acuerdo. o El horario queda visible durante todo el Open Space de manera que cualquiera podrá acercarse a ver qué reuniones están teniendo lugar en ese momento y escoger a cual quiere ir. * Cuando ya se han enunciado todos los temas, los asistentes se reúnen frente al horario para acabar de organizarlo. o Si alguien desea que un tema se mueva a otra hora, se lo solicita a su propietario, que decide si lo mueve o no, respetando al máximo el horario original para no incomodar a otros asistentes. o Un tema se puede añadir a otro si el propietario del tema receptor está de acuerdo. o El horario queda visible durante todo el Open Space de manera que cualquiera podrá acercarse a ver qué reuniones están teniendo lugar en ese momento y escoger a cual quiere ir. MÁS INFORMACIÓN Open_Space_Technology (Wikipedia) openspaceworld.org » * xavier.albaladejo's blog *
JUAN LUIS WALKER
FR
STAMMISCH
Christine Koehler
06 13 28 71 38 / 06 09 66 14 18 (temporaire)
MINE
ZERRENDAREKIKOAK
1.MEZUAK
---- From: elederrena@fastmail.fm To: "Harrison Owen"
BEFORE 1ST
ERANTZUN
OWEN
PORTU
AFTER 1ST
Date: Fri, 10 Jul 2009 08:10:51 -0400 From: Suzanne Daigle
I could feel myself there with you on your first OS experien= ce.=A0 I am now in awe of you...in awe of your caring, your questions and y= our living in the "now" observation of it all.=A0 I had read your= post and was looking forward to hearing about your first event.
I too am quite new to OS and will leave to others the opportunity to an= swer your questions.=A0 What I know already however is that there is someth= ing magical about Opening Space for people so they can have real conversati= ons about topics that they are passionate about. In the same way that we, a= s advocates and facilitators of Open Space, learn and gain the habit over t= ime of opening, holding and closing the circle, participants are also livin= g into this new experience of real conversations.=A0 Like us, they look for= answers and end results wondering what this "new thing" called O= pen Space is all about.=A0 I feel that they have moments when they feel &qu= ot;so alive" and "lose track of time" because it's fun a= nd then reality somehow sets in.=A0 Our traditional ways are to always look= for answers, jump into action and measure all on the basis of end results.= We often lose sight of the fact that having conversations, living into the= questions, and opening space in our lives is the pathway to creating lasti= ng change.
So Eleder, please know that I loved your questions but even more I loved what was behind each question which said so much about you from the heart. That in the end is all that matters. You did it and remember what you said; “people got involved in real conversations” And in the end , that to me spells success. Kudos to you! Suzanne Daigle s.daigle@nufocusgroup.com www.nufocusgroup.com Date: Fri, 10 Jul 2009 11:04:34 -0400 From: JL WalkerERANTZUN
Lise Damkjær
Congratulations with your first Open Space! Thanks for your reflections � I enjoyed them! Maybe the law of two feet actually worked � if they did not move, they must have been learning and contributing in the place they were � don�t you think? And to your question (nr 7) about having a mindmap: I always put the principles, the law and other stuff I have to remember on posters on the walls, so when I walk around I can see everything that I have to say. Very easy. Keep up the good work! Lise, Copenhagen (rainy for the first time in weeks) Lise Damkj�r civilingeni�r og FLOWv�rt T: 2949 9636 Learning4life udforsker flow i (arbejds-)livet, projekter og i virksomheden. www.learning4life.dk Blog: http://lisedamkjaer.blogspot.com
LEARNING4LIFE
BLOG
*Suzanne Daigle*
Eleder, I could feel myself there with you on your first OS experience. I am now in awe of you...in awe of your caring, your questions and your living in the "now" observation of it all. I had read your post and was looking forward to hearing about your first event. I too am quite new to OS and will leave to others the opportunity to answer your questions. What I know already however is that there is something magical about Opening Space for people so they can have real conversations about topics that they are passionate about. In the same way that we, as advocates and facilitators of Open Space, learn and gain the habit over time of opening, holding and closing the circle, participants are also living into this new experience of real conversations. Like us, they look for answers and end results wondering what this "new thing" called Open Space is all about. I feel that they have moments when they feel "so alive" and "lose track of time" because it's fun and then reality somehow sets in. Our traditional ways are to always look for answers, jump into action and measure all on the basis of end results. We often lose sight of the fact that having conversations, living into the questions, and opening space in our lives is the pathway to creating lasting change. So Eleder, please know that I loved your questions but even more I loved what was behind each question which said so much about you from the heart. That in the end is all that matters. You did it and remember what you said; "people got involved in real conversations". And in the end, that to me spells success. Kudos to you! *Suzanne Daigle* s.daigle@nufocusgroup.com www.nufocusgroup.com
s.daigle@nufocusgroup.com
Topic
Eleder, I could feel myself there with you on your first OS experience. I am now in awe of you...in awe of your caring, your questions and your living in the "now" observation of it all. I had read your post and was looking forward to hearing about your first event. I too am quite new to OS and will leave to others the opportunity to answer your questions. What I know already however is that there is something magical about Opening Space for people so they can have real conversations about topics that they are passionate about. In the same way that we, as advocates and facilitators of Open Space, learn and gain the habit over time of opening, holding and closing the circle, participants are also living into this new experience of real conversations. Like us, they look for answers and end results wondering what this "new thing" called Open Space is all about. I feel that they have moments when they feel "so alive" and "lose track of time" because it's fun and then reality somehow sets in. Our traditional ways are to always look for answers, jump into action and measure all on the basis of end results. We often lose sight of the fact that having conversations, living into the questions, and opening space in our lives is the pathway to creating lasting change. So Eleder, please know that I loved your questions but even more I loved what was behind each question which said so much about you from the heart. That in the end is all that matters. You did it and remember what you said; "people got involved in real conversations". And in the end, that to me spells success. Kudos to you! *Suzanne Daigle* s.daigle@nufocusgroup.com www.nufocusgroup.com
JL Walker
Congratulations Eleder, I think that you did it too fine! I invite you if you want and can, to have a direct conversation in Spanish at juanluiswalker@gmail.com For me it's much more easier that way. From a cold Santiago de Chile, Juan Luis Walker www.espacioabierto.net
HO
OSLIST automatic digest system para OSLIST mostrar detalles 14 jul (hace 12 días) Responder Mensaje de seguimiento There is 1 message totalling 776 lines in this issue. Topics of the day: 1. REFLECTIONS ON MY FIRST OPEN SPACE * * ========================================================== OSLIST@LISTSERV.BOISESTATE.EDU ------------------------------ To subscribe, unsubscribe, change your options, view the archives of oslist@listserv.boisestate.edu: http://listserv.boisestate.edu/archives/oslist.html To learn about OpenSpaceEmailLists and OSLIST FAQs: http://www.openspaceworld.org/oslist ---------------------------------------------------------------------- Date: Mon, 13 Jul 2009 08:12:54 -0400 From: Harrison Owen
* * =3D=3D=3D=3D=3D=3D=3D=3D=3D=3D=3D=3D=3D=3D=3D=3D=3D=3D=3D=3D=3D=3D=3D=3D=3D=3D=3D=3D=3D=3D=3D=3D=3D=3D=3D=3D=3D=3D=3D=3D=3D=3D=3D=3D=3D=3D=3D=3D=3D=3D=3D=3D=3D=3D=3D=3D=3D=3D OSLIST@LISTSERV.BOISESTATE.EDU ----------------------------- To subscribe, unsubscribe, change your options, view the archives of oslist@listserv.boisestate.edu: http://listserv.boisestate.edu/archives/oslist.html To learn about OpenSpaceEmailLists and OSLIST FAQs: http://www.openspaceworld.org/oslist ------=_NextPart_000_0008_01CA0391.B9CC0FA0-- ------------------------------ End of OSLIST Digest - 12 Jul 2009 to 13 Jul 2009 (#2009-185)Thank You Eleder! Always great to = have another brother/sister in the band. On the subject of doing = nothing, hard job indeed. You said, ”I read "OST user's guide" to try to visualise my behaviour after = opening space and holding space during the meetings.
But still I felt sometimes uncomfortable not knowing how to behave. = Trying to do nothing, not thinking, just being at hand,...
Would it be OK, for example, me just listening to a any group's = conversation?”“Being present and totally = invisible” is really impossible =3D=3D but I find that trying to achieve that adds = to the experience, yours and the group’s. The point is to make it very = clear that the group is on its own in terms of how it organizes, what it does, = and when. This is not, as some might suspect, a matter of doctrine, dogma, = or creed – it is simply that the experience over the years has been that everything works better than way. A fully functional self organized = group will beat the pants off of any other sort in terms of productivity, = innovation, and just plain fun every time, and all the time. The problem is that for = most people, the experience and expectation is that “somebody” (facilitator, manager, leader, etc) is going to do the oxymoronic =3D=3D = organize as self organizing group. It is assumed that this is what they are = supposed to do – and so even if you as facilitator are resolved to keep your = hands off, it is very easy to get trapped by peoples’ expectations. = However, if you physically remove yourself the temptation will not arise – on = your part to assume the old role, or on the peoples’ part to expect it. = I think this is particularly true for a “first time.” We have all = been trained to intervene and take charge. Supposedly that is our job! So = this is a sometimes painful bit of retraining. J
I think you will find, once you get = the hang of it, that if you will actually leave the group (take a walk or a = nap) for the first hour or so, you can then come back and be a participant. = By that time everybody should be so involved in what they have a passion for = that your presence is basically inconsequential – at least in the old role = of major domo. One of my favorite moments on a multi-day Open Space is when = somebody comes up to me on the 2nd day, looks me in the eye (sometimes = with suspicion) and says – Who are you? When that happens I know I have = really done my job.
Harrison Owen
207-763-3261 = (Summer)
301-365-2093 = (Winter)
Website www.openspaceworld.com =
Personal Website www.ho-image.com =
=
=
=
From: =
Sent: Friday, July 10, = 2009 3:21 AM
To:
Subject: REFLECTIONS ON = MY FIRST OPEN SPACEHello, bright summer morning here in
I'm writing some lines now to report on my first OS experience (Monday, 2009/6/29).
Thanks for your attention, beforehand.
Overall, the event ran ok, and first time is usually harder, isn't = it?
I've realised some things to improve, though, and some doubts have also aroused. First I'll say that my first OS
was, maybe, a bit artificial (nine people interested in creativity and = not knowing each other before - 3 exceptions -
were invited to build some knowledge about it, with these questions:
"CREATIVITY (ability to create). It is useful in education, anyone's life, the arts, enterprises,...
* is there a way to improve = it?
* are techniques really useful. = Which ones and in which ways? "
I'll search the OST files about them, but here some of my thoughts:
1. Not too hot topic. No real deadline. RESULT: Tension was lacking.... but it worked as a tool.
People got involved in real conversations and written reports were = distributed in the afternoon.
The day after we commented on the experience itself, and people found it useful...
but next times I'll only use it in more real issues and more suitable = conditions.
2. The law of two feet wasn't almost really used (although it was = extensively explained at the beginnig).
Afterwards I was explained that they wouldn't feel comfortable doing so = because of habits, believes,...
It helped me understand this behaviour and realising that, next times, = it'll have to be more stressed in the opening.
But, besides it, should the facilitator remind it to people DURING the = OS is running?
3. LUNCH TIME:
We had lunch together (unless one fellow that got home and back with us = after lunch). How should the facilitator behave meanwhile?
Conversations were the typical of a learning group, not directly = regarding the issues spoken in the OS. I suppose it is quite normal.
Should/Could the facilitator, maybe, be apart at lunch time?
4. I read "OST user's = guide" to try to visualise my behaviour after opening space and holding space = during the meetings.
But still I felt sometimes uncomfortable not knowing how to behave. = Trying to do nothing, not thinking, just being at hand,...
Would it be OK, for example, me just listening to a any group's = conversation?
I was appart all the time but quite near, I sometimes felt they could be thinking
I was some kind of spy :-),... I went off... came back afterwards, I = avoided
to get in contact with the stuff people for other subjects I had = to deal with,
I would then start thinking they were all thinking "what a witty = guy,
he just put the people working, now he's just wandering and will be = charging us for it!" :-)...
5. Would it be ok if I disappeared for a time to do something of my = business?
(I guess not because this would involve being absent for a while)...
I'll reread the user's guide and the ost-list for this issue, no = doubt,...
6. After proposing a discussion subject and having a group formed, being = part of the agenda, the one who had called for it
said she wouldn't write the report (she wasn't good at it). I suggested = she could have someone else of the group write it.
At last the group discussed about the specific subject ("creativity = and physical movement") but no report was raised.
I let it be and pointed that due to it the people that weren't engaged = in this discussion would not know much about it
(the real aim of writing reports).
Next meetings finished with their reports written.
Any other ideas about how I could have behaved?
7. Another question (the answer of which I can guess :-):
would it be ok if I had a small Mind-Map with the main points
I wouldn't anyway want to forget to explain in the opening?
I found myself realising having forgot to say something
and saying it afterwards,... although there was no big trouble about = it.
8. An organisation issue. As the place would be open just one hour = before beginning the OS,
I made the preparation in the hotel the day before, and was a bit uneasy = this morning.
I suppose it would have been better leaving the main things prepared on = Friday evening
(the OS started on Monday morning and I wasn't let enter the place = during the weekend).
Kind regards,
Eleder Aurtenetxe Pildain
BM31
www.burumapak.blogspot.com=* * = =3D=3D=3D=3D=3D=3D=3D=3D=3D=3D=3D=3D=3D=3D=3D=3D=3D=3D=3D=3D=3D=3D=3D=3D=3D= =3D=3D=3D=3D=3D=3D=3D=3D=3D=3D=3D=3D=3D=3D=3D=3D=3D=3D=3D=3D=3D=3D=3D=3D=3D= =3D=3D=3D=3D=3D=3D=3D=3D
elek esker-onez ERANTZUN
ELEDER AURTENETXE PILDAIN para OSLIST, s.daigle, JL, hhowen, lise mostrar detalles 17:57 (0 minutos antes) Responder Mensaje de seguimiento ... thanks Lise, (when you speak about the law of two feet) you are true, they must have been learning and contributing in the place they were,... or locked by a superior force,... yes, sure, having the posters around on the walls helped to say almost everything. I'll just mind-map an additional beautiful briefing poster for next OS! Good idea! ...thanks Suzanne, knowing you all are over there supporting one's work touches me, indeed. Your thought on OS participants' expectation seems a good one to me. That's why it is so important to have a meeting with the organization people after OS to know more about their impressions, isn't it? having conversations, living into the questions, and opening space in our lives is the pathway to creating lasting change. This sentence from your text is a good one to underline, wow! thank you very much, again, Suzanne, for your so kind words. In fact, that's the clearest idea from my experience, it's so positive because we are trying from our hearts! ...thanks Juan Luis, for this so specific and enriching long conversation we've kept in Spanish after your message. Maybe we could edit it and send it to the list for Spanish readers.. I hope that all the energy and good vibrations you irradiate will soon bring you standing success! ...thanks Harrison, for taking the time to read and answer,... I like very much your practical view when you underline that everything works better that way. Yes, next time I'll physically remove myself for the first hour or so, and avoid the temptation and the uncertainty. You say I can " then come back and be... a participant! That everybody should then be so involved in what they have a passion for that my presence is basically inconsequential." This sounded strange to me, but you know quite a bit about OS processes... Then you say: "One of my favorite moments on a multi-day Open Space is when somebody comes up to me on the 2nd day, looks me in the eye (sometimes with suspicion) and says - Who are you? When that happens I know I have really done my job." This is a very good point that made me laugh, Harrison! ... and thanks to all the people supporting and taking part of this wonderful community! Kind regards, Eleder Aurtenetxe Pildain BILBAO www.burumapak.blogspot.com
PROACTIVE OS-THE RIVER
Hello, as far as I have read, OS is called by a community, company, association or group that regularly works together, let's say. My question is: *would OS work also if an individual invited openly people for an Open Space about a topic that may get the interest of a general group of people?* For example, do you think we - a facilitator or facilitating team - (on our own through our social net, or, supported, maybe, by an organisation that usually holds summer university courses, by a local administration or so...) could call for OS events on this topic: * "the river in our city is painfully ill. Due to it, all of people here are losing a great opportunity to enjoy a more local and healthy lifestyle. Imagine you could daily walk or bike to the river, dive into and swim in it, and get back home,... wouldn't it be great for all of us? Can we do something to enhance the recovery of the river? Can we dream about swimming in it in, let's say, 10-15 years? Do you feel like acting on? Join us in OS and let's start acting on it..."* This may be a good way for facilitators to open space and spread OS practice and let their dreams start coming true... it may also give birth to new groups to deal with such topics from this OS meeting on... What do you think about it? Have you ever open such kind of space "proactively", let's say? Do you know about similar experiences? Kindest regards, * Eleder Aurtenetxe Pildain BM31_BILBAO * *Mind mapping - Open Space Technology - Creativity * ** * *www.in-fluyendo.blogspot.com* * www.burumapak.blogspot.com *
1.egunean
GERARD MULLER-DENMARK
Date: Sun, 11 Oct 2009 18:40:53 +0200 From: Gerard Muller
GERARD MULLER-2
Date: Sun, 11 Oct 2009 19:44:35 +0200 From: Gerard Muller
HARRISON
Date: Sun, 11 Oct 2009 16:59:58 -0400 From: Harrison Owen
DOUGLAS GERMANN
Date: Sun, 11 Oct 2009 20:22:04 -0400 From: douglas germann <76066.515@compuserve.com> Subject: Re: "Proactively" designed OS? Eleder-- Yes, you can do that! It sounds like a wonderful idea, and what Gerard writes, I second. I have done several such--The Doers Conference, Immigration Conversations, What Good Can We Make of 9-11? and others. I suspect I wrote reports on each one of these on the oslist, so searching the archives can give you more than I will likely remember. Also search for "hot chocolate," my current favorite way to invite co-inviters and participants. Or ask a few more questions here, and invite some more responses, Eleder! Eric I think did one in a public park (in Vienna?) with homeless people. So yes, you can do it. :- Doug.
LISA FLOYD
Date: Sun, 11 Oct 2009 22:37:57 -0700 From: Lisa Floyd
2.ean
MICHAEL PANNWITZ
Date: Mon, 12 Oct 2009 09:52:10 +0200 From: Michael M Pannwitz
NEUK
Date: Mon, 12 Oct 2009 16:40:04 +0200 From: ELEDER AURTENETXE PILDAIN
DOUGeK
Eleder-- The report on the Doers Conference is entitled "What happened in South Bend...." It is dated 16 Mar 2005 and is here: http://listserv.boisestate.edu/cgi-bin/wa?A2=ind0503&L=OSLIST&P=R49055&1=OSLIST&9=A&I=-3&K=1&X=73B67E7CA214166B39&Y=76066.515%40compuserve.com&d=no+match%3Bmatch%3Bmatches&z=4 It is number 015160 in the oslist archives. The invitation for the Immigration Conversations is here (click on the image to get the full page size): http://www.footprintsinthewind.com/?page_id=703 Attached is the invitation for the Doers Conference--the order got a little bit turned around, but it looks like the text is mostly there. :- Doug.
ITZULIAK
What's open space?
Zer da EI_Whats OS ITZULPENA.odt
Glosategia
Oinarriak
HARREMANAK
EH
Ana Agirre
Ramon Zarate
GEUZ
Gorbeña
EU
DEUTSCH
MICHAEL HERMAN
OST orrialdekoa euskaratzeaz
RUS
Raffi Aftaldelian
LIVING PEACE liburua
about
ENG
HISP
CHILE
WALKER, Juan Luis
Topic
1Espíritu y Liturgia en ESSCO S.A.: El Cambio es como el Agua (1ª EXPCIA EN EA) Juan Luis Walker B.; Fernando Rouliez F. En el marco del Proyecto Empresa de ESSCO S.A. (1) y desde el mes de Febrero del año 2002, Rouliez & Walker Consultores ha venido desarrollando su Programa de Consultoría y Capacitación: El Despliegue del Cambio. El objetivo central de dicho programa, ha sido generar en todos los trabajadores de la empresa, un claro compromiso y aporte para la instauración efectiva de sus 5 Proyectos Estratégicos: Sistema de Gestión de la Calidad (ISO 9000-2000); Gestión por Competencias; Procesos; Sistema de Gestión Medio Ambiental y Sistema de Seguridad & Prevención de Riesgos. Una de las últimas etapas de esta intervención, se realizó los días 22 y 23 de Mayo del año en curso, a través de dos eventos masivos de 8 horas de duración, denominado Un Viaje hacia el Futuro, al que asisten todos los trabajadores de la compañía, distribuidos en dos grupos homólogos, de aproximadamente 120 persona cada uno. En las páginas siguientes se describe la experiencia, su estructura, procesos y resultados, para finalmente arribar a un conjunto de conclusiones y sugerencias, que permitan continuar avanzando en la dirección deseada. Descubriendo al Espíritu Con la participación de Gerentes, Consultores y Actores se efectúa un trabajo colectivo de ocho horas de duración, para levantar las historias (y cuentos), sucesos e hitos, ocurridos durante las distintas etapas de la vida de la organización (2). Producto de ello se crea la obra de teatro titulada Descubriendo al Espíritu, que pone en acción durante 60 minutos, un conjunto continuado de diez escenas, en el que junto a la actuación de dos actores principales y la de un elenco de artistas invitados (trabajadores), incorpora también material multimedial (video-clips), desarrollado por los propios ejecutivos de la empresa. Para la creación de la estructura dramática y guión, se siguieron orientaciones surgidas del trabajo de Harrison Owen (3), principalmente con relación al concepto de mythos: “...una historia probable que surge de la experiencia de vida de cualquier grupo, a través de la cual ellos acceden a experimentar su pasado, su presente y posibilidades futuras”. Nuestro cuento comienza con un escritor que durante un día cualquiera del presente, busca la inspiración para ser capaz de escribir la historia de la empresa. En medio de sus tribulaciones, aparece una musa inspiradora, encarnando al espíritu del agua, que lo invita a “recorrer el pasado para entender el presente y proyectarse hacia el futuro”. Retroceden entonces hasta los inicios del siglo pasado y desde allí comienzan juntos a observar las distintas situaciones y circunstancias por las que atraviesa “el individuo”, verdadero protagonista de la obra, que se reencarna en diferentes personajes como trabajador de la empresa. En los distintos momentos de la historia, “el individuo” experimenta algún tipo de conflicto producto de sus esfuerzos para adaptarse a los cambios que cada período trae consigo. ¿Para qué? ¿Por qué? ¿Cómo?, son las preguntas que reiteradamente va formulándose. Las respuestas van quedando tácitas, tanto en las demandas del entorno de la época (representadas principalmente a través de los video-clips), como en el espíritu de servicio y desarrollo que siempre ha imperado como fuerza rectora principal, del devenir de la organización a través de los tiempos. Hacia el final se arriba al presente, y “el individuo” toma conciencia que recién está en los inicios. Ha comenzado una nueva etapa, en la que se ha hecho propietario de los cambios, entendiendo que la principal clave para poder hacerles frente, está en su propio interior y en la consecuente actitud que asuma para abordarlos. Entonces aparece por última vez la musa inspiradora, quién le hace entrega de “cinco objetos” que constituyen “cinco herramientas para cinco tareas fundamentales” (los proyectos). Nuestro protagonista al ver que su mágica dama va desapareciendo, como que cavila y demuestra cierto temor por su ausencia, pero de pronto se endereza, parándose sobre sus dos pies con prestancia, repitiendo con convicción y fuerza: “¡Cinco objetos para cinco tareas fundamentales, para enfrentar un maravilloso mundo de cambios!” Invitación a un nuevo y gran espacio Entonces los Consultores suben al escenario y comentan brevemente los recuerdos, emociones y espíritu que se evocan al revisar la historia de esta organización. Presentan uno a uno los actores de la obra, agradecen la participación de todos quiénes trabajaron en su producción e invitan a un nuevo y gran espacio, en el que cada uno de los asistentes podrá avanzar en la expresión de ese espíritu. Luego bajan de la tarima y ayudan a la gente a trasladarse prontamente al salón contiguo. Toda esta instancia no dura más 10 minutos. Espacio Abierto (4) El grupo se coloca de pie en torno a un gran círculo que ocupa todo el perímetro del salón. Los Consultores al centro, junto a un canasto con lápices, cinta engomada y una pila de hojas en el piso. Son 120 colaboradores, trabajadores de una misma empresa, que se miran a la cara y experimentan el poder del círculo que hace emerger la energía presente. Desde el centro se plantea la gran pregunta: ¿qué podemos hacer para contribuir al éxito de los 5 Proyecto Estratégicos de la Empresa? Este era el tema para el cual cada uno de los asistentes, había sido previamente invitado por escrito. Ahora los Consultores definen, dialogando entre sí desde el centro, la metodología a seguir para dar con las respuestas. Se muestra un amplio muro limpio y vacío, presentándolo como la agenda. Entonces, un breve silencio y desde ese espacio y tiempo, se explican los próximos pequeños pasos, que les permitirán a ellos mismos construirla. Muchos otros grupos, a lo largo y ancho del planeta, han conseguido antes hacerlo con pleno éxito y éste precisamente no será la excepción. Para ello cuatro principios y una ley. Los cuatro principios son como faros, forman parte del territorio y no del mapa. Siempre han estado ahí para orientarnos y a veces por obvios no los vemos. Son verdades que fluyen en el aquí y ahora de todo presente. El recordarlos genera magia y configura un potente espacio. Dicen así: Principio 1: Somos los que estamos y estamos los que somos. Principio 2: Lo que aquí suceda será lo único que pudo suceder. Principio 3: Cualquier hora en la que se comience es la hora adecuada. Principio 4: Cuando se termina, se termina. La ley se conoce como la ley de los dos pies. Significa que al menos mientras dure el evento, cuando los distintos grupos de trabajo se encuentren realizando su labor, cada uno de ustedes deberá comprometerse en utilizarlos, poniéndose de pie y cambiándose a otro grupo si lo que en el suyo se habla, no le aporta o siente que usted no tiene nada que aportar. También puede elegir estar solo si así lo desea. Haga esto con todo respeto y deferencia. Usted sólo deberá estar o participar donde usted quiera estar o participar. Este es un espacio para la libertad y el compromiso. Señalado esto, se entrega al grupo la responsabilidad de comenzar a construir su propia agenda. En ambos eventos, los grupos evidenciaron aquí la emoción que podemos llamar “miedo a la libertad”. Fue en este momento y en el primero más que en el segundo, cuando con cierta tensión se vivió un gran vacío, de pocos minutos. Pensamos que de algún modo, cada participante deliberó consigo mismo en torno al compromiso natural de la participación. Los Consultores por su parte, tampoco se sustrajeron de esta emoción, pusieron a prueba su propia convicción en la capacidad y poder del grupo, para por sí mismo ser capaces de manejar y llevar adelante la situación. Si bien durante el segundo grupo, se hicieron ajustes y pequeñas innovaciones, que facilitaron la participación, sin duda que en ambos grupos estos fueron minutos críticos, que al repasarlos ahora, se perciben como el momento de la siembra que permitió la cosecha final. Ese único e irrepetible presente, que en su profunda potencialidad, contenía todo lo que el grupo era capaz de producir, en ese espacio y tiempo. Surgieron así un total de 25 temas, que igual número de personas estuvo dispuesta a coordinar y llevar adelante en su intento por responder la gran pregunta. Este compromiso significó elegir cuándo y donde coordinar conversaciones, junto a los demás inscritos, para arribar a conclusiones y luego digitarlas en uno de los seis PC, que incluía la central computacional dispuesta en un rincón del salón. Durante el desarrollo de todo este proceso, se utilizaron además un total de 8 sitios de reunión, cada uno dispuesto con una mesa redonda, suficientes sillas, varios plumones y un papelógrafo. El momento de las inscripciones y construcción final de la agenda, que incluía cada uno de los temas antes señalados, contrariamente a lo que se menciona en reportes de otros grupos y organizaciones, fluyó con relativa facilidad. Los topes horarios y eventuales sobreposiciones de temas y lugares, se resolvieron espontáneamente y otros simplemente no se abordaron en ese momento, dejándolos tácitos, para ser finalmente resueltos, durante el desarrollo del proceso y la vigencia de la ley de los dos pies. Al cabo de un poco más de una hora, que fue el tiempo utilizado para la confección de la agenda, se da comienzo al Espacio Abierto (EA) propiamente tal, fijándose al mismo tiempo la hora límite para volver todos a reunirse, en el círculo plenario final. Sin contar el momento del cierre, que duró alrededor de 45 minutos, se dispusieron de 5 horas y fracción, sin ninguna interrupción arbitrariamente impuesta. Fueron los propios participantes y distintos grupos de trabajo, que libremente eligieron cuando tomar el café, que permanentemente estuvo disponible y cuando comer su colación, que por espacio de dos horas se les ofreció. Los detalles de lo que desde este minuto ocurrió, sólo están en la mente y en el corazón de cada una de las personas participantes. Al comienzo casi todos eligieron tomar café. Luego sin más que el propio llamado, cada grupo comenzó a reunirse y enfocarse en el tema elegido. El ritmo era como el del océano, con altas y bajas mareas, con grupos pequeños y otros más bien grandes, con personas que iban y venían, algunos se agrupaban y cumplían rigurosamente con la agenda, mientras otros surgían espontáneamente. Algunos grupos crecían y otros disminuían, en algunos había amplia discusión y en otros algún líder aprovechaba la oportunidad para escuchar y hablar. Sin duda que muchas conversaciones importantes ocurrieron en el lobby y otras en torno al café o al almuerzo. Algunos pocos trabajadores salían del recinto y se ubicaban afuera en su entrada, donde había abundante sol. Curiosamente, también se agrupaban en círculo y cuando alguno de los “consultores – invisibles” los visitó, pudo constatar que la conversación que ellos tenían también giraba en torno al tema principal. Si bien sus conclusiones, finalmente no fueron ingresadas a ningún computador, a pesar de haber sido invitados a hacerlo, no hay motivo alguno para suponer que estas reuniones no pudieran generar aún mejores efectos, que hasta las más concurridas, formales y efectivamente reportadas. Ni el temblor de 5,8 grados en la escala de Richter, ocurrido el día Jueves 23 de Mayo, ni sus posteriores replicas, fue capaz de alterar este compromiso y espíritu reinante. Más aún, creemos que éste fenómeno telúrico también representó una oportunidad de aprendizaje, tal cual como nos lo dijo un trabajador: “Cuando vino el temblor pensé en las emergencias que nos podría provocar y entonces me acordé que nuestra principal tarea está junto a la tierra y a las fuerzas de la naturaleza”. Al momento del cierre se volvió al gran círculo con todos de pie y una ronda de palabras honestas, claras y hermosas pudieron escucharse. Conmovedora fue la alta sintonía entre los relatos que provenían tanto de Gerencia, como del Sindicato y de los propios Trabajadores. Casi todos lo hacían desde la emoción del compromiso, demostrando un elevado alineamiento en torno al Proyecto Empresa de ESSCO S.A. Era el Espíritu del Agua que se hacía presente en el corazón de cada uno de nosotros. Reporte Tal como ya se señaló, en ambos eventos se generaron un total de 25 informes, producto del trabajo de igual número de grupos. Este material ya fue distribuido, mediante correo electrónico, a todos los trabajadores de la empresa y actualmente se encuentra siendo estudiado, por el Comité Gerencial de la empresa, para posteriormente, en conjunto con los Consultores, definir un plan de acción que acoja y dé respuesta al conjunto de inquietudes allí planteadas. A continuación, separados por evento, se entrega un listado con los títulos de los temas tratados. Evento 1 (Miércoles 22 de Mayo de 2002) Estrategias para integrar a ESSCO S.A. a la comunidad Fortalecer el entendimiento, despliegue y maduración de los procedimientos en la organización Motivación e incentivos para el involucramiento de los trabajadores en los 5 Proyectos de la Empresa Medio Ambiente Prevención de Riesgos Respeto por las habilidades y aptitudes del trabajador Sistema de comunicación permanente y uso de intranet para apoyar el éxito de los proyectos Previsión y consecuencias de los 5 Proyectos Evento 2 (Jueves 23 de Mayo de 2002) Actitud Positiva Capacitación y forma didáctica de la información Carrera laboral Compromiso laboral Mejorando la comunicación Condiciones laborales en los lugares de trabajo Estabilidad laboral Estandarización de procesos Que es una auditoria de la calidad Reconocimiento a los logros y liderazgo Recreación Reducción de la incertidumbre Respeto entre nosotros Equidad (igualdad de oportunidades de acceso a los proyectos en desarrollo) Cliente exigente Trabajo en equipo Uso de las nuevas tecnologías a nivel de empresa Conclusiones y sugerencias de los Consultores A nuestro juicio, el resultado alcanzado con el empleo de la metodología de Espacio Abierto de asegurar el despliegue del cambio estratégico deseado, ofrecer espacios de participación al personal y entregar modelos conductuales de aplicación de los programas empresa a la realidad cotidiana de trabajo, se alcanzó ampliamente. De esto dan cuenta las conclusiones siguientes. 1.Destaca la alta motivación alcanzada por los diferentes grupos. Durante los dos días se apreció compromiso, disciplina, libertad y profundidad en el tratamiento de los temas. Tal como quedó demostrado por el proceso descrito en las páginas anteriores, la obra de teatro inicial impactó profundamente y junto al EA, formaron en su conjunto un magnífico evento, que creemos, caló muy hondo en la mente y corazones de cada uno de los participantes (incluidos los Consultores). 2.En cuanto al despliegue de los Proyectos Estratégicos, que fueron los que motivaron esencialmente todo este asunto, se reitera la necesidad de mayor comunicación de cada uno de ellos y más información sobre su alcance o status actual. Los reportes de los diferentes grupos así lo confirman. Hay una diferente comprensión y aceptación de los mismos entre el personal. Se demanda un mayor uso de los medios habituales de la organización para difundir estos programas y también, crear nuevos, con este propósito. 3.Por lo mismo, la línea de jefaturas como vehículo preferente para el despliegue de los proyectos, resultó insuficiente. Se debería revisar esta estrategia y discutir a nivel gerencial, cómo reforzar su participación a futuro. 4.Resultó evidente entre los asistentes, el interés de organizar eventos distintos a los formales empresa, para incentivar la participación y compromiso del personal. El grupo, por ejemplo, que dialogó sobre recreación fue numeroso y productivo en sugerencias. Creemos necesario capitalizar esa modalidad de expresión amplia -incluso, considerando la incorporación de la familia- porque es una vía novedosa de participación y de compromiso con los proyectos empresa. 5.Otro aspecto muy relevante, es la valoración de los Proyectos entre la directiva sindical. Su intervención dentro de las reuniones, siempre fue de apoyo, interés por el éxito y de animar la participación de la gente. Es un activo necesario de administrar por la gerencia y así, fortalecer el compromiso del personal. 6.Un tema importante para los asistentes, fue el Proyecto de la seguridad en el trabajo. La novedad, cómo llevar la seguridad a todos, sean éstos empleados de ESSCO o sólo contratistas. Apreciamos una interesante oportunidad para la Gerencia. Una administración que cuida su gente, se nota. Tiene ventajas, en el terreno persuasivo y de la próxima negociación. Además, la seguridad en el trabajo es una carta exigida para la certificación ISO 9000. 7.La participación de Gerentes y Asesores fue del orden de un 80% y el liderazgo que en el evento ejercieron, fue distinto al que tradicionalmente podría haberse esperado. Tuvo en general una baja influencia en la construcción de la agenda, pero una activa participación en los grupos de trabajo y plenario de cierre final. Esta característica podría explicar para algunos, la ausencia de ciertos temas estratégicos en la lista de asuntos tratados. Pensamos, sin embargo, que los ejecutivos aprovecharon básicamente la oportunidad para escuchar a la gente. Nadie les hubiera impedido asumir una mayor dirección en la construcción de la agenda, ni tampoco nadie les dijo que no lo hicieran. Pero claramente esa fue su opción. Si hay que resumir los principales cursos de acción después del EA, para asegurar el despliegue de los Proyectos Empresa, tendríamos que decir tres: a)Reforzar la difusión de los Proyectos Empresa, en un lenguaje fácil y ameno, empleando medios directos y efectivos, existentes y nuevos. b)Generar más oportunidades de participación del personal. Canalizar el compromiso apreciado en el EA, en particular, respecto a la fase de implantación de estos programas. Es aumentar la plataforma de personas “hoy” responsables de impulsar la aplicación del cambio. c)Realizar entrenamiento y capacitación sistemática a los líderes actuales y potenciales del proceso de cambio, para optimizar sus competencias psico-sociológicas en los ámbitos de: negociación, resolución de conflictos, conducción de grupos y reuniones, gestión de proyectos. A continuación, acciones que describen con mayor extensión algunos de los cursos de acción propuestos: 1.Analizar por la gerencia, cada uno de los reportes del EA y exprimir el valor que cada uno entrega, para la implantación exitosa del Cambio. 2.Difundir a través de cada gerente de área, quienes son los responsables de cada proceso, los hitos de los proyectos, y revisar fechas de auditorías programadas (¿son las más convenientes?). 3.Realizar entrenamiento en cómo resolver conflictos, en forma efectiva. En especial, tensiones supervisor – supervisado. Podría identificarse aquellas áreas de mayor impacto productivo y comercial que estarían necesitando este tipo de entrenamiento en habilidades de naturaleza social práctica. 4.En ambas jornadas del EA, aparecieron líderes de opinión que se transformaron en los Coordinadores del grupo temático. Apreciamos allí un potencial de liderazgo valioso para la empresa y en particular, para la próxima etapa de implantación de estos proyectos. Sería muy deseable fortalecer las habilidades naturales de muchos de ellos con una capacitación sistemática en Liderazgo y Conducción de Reuniones. 5.Descripción de los distintos proyectos en lenguaje fácil y amigable, para el entendimiento por parte de todos los trabajadores. Usar medios existentes, de valor mediático para el personal y crear otros, como un tríptico informativo, por ejemplo. 6.Establecer nuevos tipos de incentivos asociados a metas prioritarias (Tales como pasajes, viajes dentro o fuera del país, etc.). Notas (1) ESSCO S.A. La Empresa de Servicios Sanitarios de Coquimbo S.A., ESSCO S.A., es una Sociedad Anónima Abierta, que se constituyó por Escritura pública el 12 de abril de 1990. La propiedad de la empresa corresponde al Fisco de Chile, representado por el Tesorero General de la República con un 1% y a la Corporación de Fomento de la Producción - CORFO, con una participación de 99% del patrimonio. ESSCO S.A. es responsable de la distribución de agua potable y la recolección de aguas servidas, en más de 20 ciudades y pueblos de la IV Región de la República de Chile, atendiendo a un total aproximado de 150.000 clientes. Su dotación de personal actual es de 270 personas, distribuidas en nueve agencias y oficinas locales. Para mayores detalles consultar www.essco.cl De acuerdo a políticas del Supremo Gobierno de Chile y, al igual que todas las demás empresas sanitarias del país, cuya propiedad permanece y seguirá siendo del Estado, ESSCO S.A. será ofrecida en un futuro inmediato, al concesionamiento privado. Misión Satisfacer de servicios sanitarios a todos los clientes actuales y potenciales, sobre la base del cumplimiento de las normas ambientales vigentes, optimizando el uso de los recursos que posee la empresa, maximizando la rentabilidad de ésta, de tal modo, que la misma sea sustentable en el largo plazo. Visión ESSCO es una empresa que se caracteriza por su capacidad de adaptarse a los cambios, entregar una óptima calidad de servicio a sus clientes y tener una gestión orientada a expandirse hacia nuevas áreas de negocio. Valores Integridad, Respeto, Servicio y Responsabilidad. (2) Breve Reseña Histórica. Si bien ESSCO S.A. nace en 1990, en realidad ella es el resultado de la evolución histórica de una misma organización pública, que a través del tiempo ha tomado diferentes nombres, dependencias y estructuras, orientadas siempre a la distribución de agua potable y recolección de aguas servidas, en la ciudad de La Serena y localidades cercanas. Según se precisa en Crónicas del Agua Potable de G. Caldés C. Y G. Pedroni D. (ESSCO S.A. y Dirección de Bibliotecas Archivos y Museos; 1999), cuatro son las principales organizaciones precursoras: 1906 – 1931 Inspección General de Agua Potable y Saneamiento, dependiente del Ministerio del Interior. 1931 – 1953 Dirección General de Agua Potable y Alcantarillado, dependiente del Ministerio del Interior y del Ministerio de Bienestar Social (Inspección de Hidráulica) 1953 – 1977 Dirección de Obras Sanitarias (DOS), dependiente del Ministerio de Obras Públicas. 1977 – 1990 Servicio Nacional de Obras Sanitarias (SENDOS), dependiente del Ministerio de Obras Públicas. (3) Mythos de H. Owen. Ver Capítulo 1 Mythos – The Image of Spirit del libro Spirit: Transformation and Development in Organizations de Harrison Owen, Abbott Publishing, 1987. También se puede bajar una copia en cualquiera de estas direcciones: http://mywebpages.comcast.net/hhowen/index.htm; www.openspaceworld.com (4) Tecnología de Espacio Abierto (EA). La Tecnología de Espacio Abierto es una forma de permitir a toda clase de personas, en cualquier tipo de organización, crear reuniones y eventos que inspiran. En ellas los participantes son los ejecutores que crean y manejan su propia agenda, para trabajar y mantener sesiones simultáneas, en torno a un tema principal de relevancia estratégica, expresado a través de una pregunta clave de inicio. Puede aplicarse en grupos de 5 a 1000 personas -trabajando en sesiones de algunas horas o varios días- obteniéndose para todos los casos, resultados poderosos y efectivos. Lo que hace es apoyar lo que ya está sucediendo en la organización: no sólo planeando sino actuando, aprendiendo y enseñando, con pasión y responsabilidad. Mayores detalles, respecto a esta metodología para grandes grupos, creada por Harrison Owen a partir de 1989, pueden obtenerse en www.openspaceworld.org
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Aurtenetxe: «Los debates abiertos consiguen la mejora educativa» Los cursos de verano de la UEU han abordado la creatividad del espacio abierto Vota 0 votos 0 votos1 votos2 votos3 votos4 votos Opina Ver comentarios (0) Imprimir Enviar Rectificar Cerrar Envía la noticia Rellena los siguientes campos para enviar esta información a otras personas. Nombre Email remitente Para Email destinatario Borrar Enviar Cerrar Rectificar la noticia Rellene todos los campos con sus datos. Nombre* Email* * campo obligatorioBorrar Enviar Aurtenetxe: «Los debates abiertos consiguen la mejora educativa» EIBAR. DV. Los cursos de verano del a UEU, en Markeskua ha contado con la participación de Eleder Aurtenetxe, instructor en el ámbito de la creatividad, que ha hablado de la técnica del Espacio Abierto, «con la que se trabaja en libertad, sin vergüenza y sin miedos». Este sistema participativo se crea para que un grupo aborde un listado de temas que quieren tratar, aunque en muchas ocasiones al modo de las conversaciones que surgen a la hora del café. A través de esta técnica «se quiere extender ese momento mágico del café a toda la reunión porque es también cuando surgen las mejores ideas». Esta técnica, en la que los participantes deciden de qué quieren hablar y qué responsabilidades quieren tomar, ha conseguido un gran éxito en los último treinta años. «Tienen libertad para moverse en distintos temas, para así debatir en las cuestiones que más les interesa». Al final de la reunión se redacta un acta con todas las conclusiones y se reparte entre los asistentes. Tratar conflictos Según indicaba Eleder Aurtenetxe, «es exitoso para tratar temas conflictivos, cuando hay opiniones muy opuestas o tomar decisiones urgentes. Una de las claves para impulsar la creatividad es tener un ambiente sano. La gente debe sentirse libre para atreverse a cualquier cosa, confundirse, y aprender de los errores». Según Aurtenetxe, el actual modo de organizar el sistema educativo deja poco lugar para esa libertad: «Los espacios, los horarios, los temas a aprender, el currículo... limitan nuestra libertad para crear, por ello la participación se juzga fundamental», señala Aurtenetxe.
UEU_PRENTSAREN ITZULPENA
JATORRIKOA
Amaia Ugaldek
Subtopic 6
Eleder Aurtenetxe Pildain BM31_BILBAO Mind mapping - Open Space Technology - Creativity
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BASQUE
OST (Open Space Technology)... to easily run productive, fun, big meetings!
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OST (Open Space Technology)... to easily run productive, fun, big meetings!
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