On Introducing It As an internal consultant, I'd say serandipity also plays a significant role in bringing OS in. A group needs to be ready. This seems to translate into "things are awful as they are; I don't know what to do; HELP!" They also need to trust the person making the suggestion. It is a leap of faith to the uninitiated, so agreeing to proceed seems to have more to do with relationships than anything else.
It took about 6 months of planting seeds before someone at U S WEST "bit." I've been at Weyerhaeuser for 18 months and although the concept is intriguing to many of my colleagues in Total Quality and Organization Development, there hasn't yet been a situtation where a customer group has felt the need to try something that seems so radical to them. I think the most critical factor in introducing OS is the relationship between the change agent and the personwho has the need. If trust exists, then the likelihood is higher they'll give OS a try. ---------- From: Larry Peterson To: Multiple recipients of list OSLIST Subject: Getting it "in"//keeping it going Date: Thursday, January 02, 1997 12:46PM Two good questions Peggy. Maybe as an internal, getting it in is fairly easy. For an external, it means "serindipity". Somebody has to experience it, hear about it or be ready themselves in order to make the leap. I have had more opportunities come from people who experience it and are intrigued or have heard about it from a friend -- than by any other means. We'll see what Billie and Barbara's book does in generating more interest. Keeping it going depends on a number of conditions being present, both within and without the organization. The willingness of leadership to risk is critical. I'm writing the Bank of Montreal story and it is surprsing how many factors have come together to fost the substantial impact that Open Space appears to have had.