Now, Harrison - why do you write this? Would you say freedom shock is happening within OS on a regular basis? Or would you that say through the specific framework for OS which we offer as facilitators, it is softened and happens only rarely? (the second is rather my experience) Or do you point at it in another context I have missed?
I occasionally witness people not so comfortable within OS - often, they are probably people who need a lot of structure to feel safe. They usually ask a question and somebody answers it, or they complain to me after it's over that an important issue wasn't posted and they don't understand why (even though I had said in the introduction to the marketplace that if they notice something missing on the agenda, it's probably them who needs to post it - but this might just not have gotten through to them). This is why I have come to like repetitions of OS within the same communities - there seems to be a learning curve, people do get more comfortable and more efficient over time, which leads to greater satisfaction, more miracles, more humility and gratitude towards the wonders of life. Let's learn about your intentions... Love, Catherine Catherine Pfaehler Senn Open Space Begleitung & Coaching Kellersriedweg 8 CH - 2503 Biel +41-(0)32 - 365 68 41 c.pfaeh...@bluewin.ch -----Ursprüngliche Nachricht----- Von: Harrison Owen [mailto:hho...@verizon.net] Gesendet: Montag, 13. November 2006 19:52 Betreff: Freedom Shock I think I might be blamed for the phrase Freedom Shock. At least I used it in an early book to describe the reaction of a very bright, experienced group of professionals who had suddenly been granted everything they wanted with no strings attached, and it seemed to terrify them. The situation involved a program I ran in the late 70's for senior level health care executives who were about ready to take the leap to top positions, such as the head of Blue Cross or Surgeon General. Such people had all the academic degrees anybody might wish for and typically had a large amount of on-the-ground experience. Yet it was quite clear that there was an enormous difference between being part of the team (even head of a large institution) and the very public and demanding role they were about to assume. And there was precious little margin for error when the need for decision arose in their new situation - and even less time for learning. Under the auspices of the Veterans Administration (which among other things supplies health care for US veterans in some 350 hospitals) I devised a program for a small select group (10) in which they were essentially given a 2 year sabbatical with full pay and "wandering around money" in which to become familiar with the larger aspects of the American Health Care System. The only requirement was that they do "something useful." To give the program a little shape, we recruited a Board of Governors which included virtually all of the then senior health care executives - such people as the Surgeon General, Assistant Secretary for Health, the Chair persons of the House and Senate Health committees, etc). This was a real "working board" and twice a year we gathered to identify and define "the major issues and opportunities facing the American health care system." (sound familiar?) We didn't use Open Space as I hadn't had the special martinis as yet -- but we definitely had the flavor. The "Issues and Opportunities List" effectively became the "curriculum" for the program, and the participants (Scholars as we called them) had only to "do something useful" with any issue, subset or combination of issues. The Scholars would make a proposal, and with Board Approval, they were off to the races. No strings attached - just do something useful. Some three months into the program, the first group of Scholars called for a special meeting with me. The substantive complaint was that I was not doing my job, and more specifically, there was no structure for the program. Seemed like they were being asked to take responsibility for themselves, and they didn't like it. :-) I had heard something of the complaint, and in preparation for the meeting I prepared my resignation. After things got started, I laid the resignation on the table, and invited anybody to pick it up. It just lay there, and we went on to other subjects. And I sat there scratching my head, wondering at the strange phenomenon I called Freedom Shock. Here were an outstanding group of individuals, with massive amounts of credentials and experience who seemingly became terrified with absence of limits - or the presence of real freedom for which they and they alone were responsible. Subsequently I have noticed the same reaction in multiple places. It always surprises me, but it probably shouldn't. The appropriate response I have found is to note the presence, talk about it, and move on. Folks inevitably do (or not). Harrison Harrison Owen 7808 River Falls Drive Potomac, Maryland 20854 Phone 301-365-2093 Skype hhowen Open Space Training www.openspaceworld.com <http://www.openspaceworld.com/> Open Space Institute www.openspaceworld.org Personal website www.ho-image.com OSLIST: To subscribe, unsubscribe, change your options, view the archives Visit: www.listserv.boisestate.edu/archives/oslist.html <http://listserv.boisestate.edu/archives/oslist.html> * * ========================================================== osl...@listserv.boisestate.edu ----------------------------- To subscribe, unsubscribe, change your options, view the archives of osl...@listserv.boisestate.edu: http://listserv.boisestate.edu/archives/oslist.html To learn about OpenSpaceEmailLists and OSLIST FAQs: http://www.openspaceworld.org/oslist * * ========================================================== osl...@listserv.boisestate.edu ------------------------------ To subscribe, unsubscribe, change your options, view the archives of osl...@listserv.boisestate.edu: http://listserv.boisestate.edu/archives/oslist.html To learn about OpenSpaceEmailLists and OSLIST FAQs: http://www.openspaceworld.org/oslist
