It feels good to recommend an approach that not only is the best to 'get the job done', but also, per the CEO of our client, 'will be the watershed event that turns the tide on the culture of our organization'. It is also fulfilling to work with an organization to plan and implement OS event, with minimal hype, fanfare or organizational politics, while applying "Open Space' values (invite all the stakeholders, voluntary self selection, simplicity, etc.).
The pre-event work was fun, however the best moment was when I said 'Go for it' and there was a mad rush to the centre of the circle to pick up the pens and paper. Before I tell the details of this event, a big thanks to those who helped me on my journey. First, to Harrison for drinking those two martinis almost twenty years ago. And to Harrison, Larry Peterson and Birgitt Williams for introducing me to Open Space at that humble monastery in Guelph. Thanks to Larry and Sharon King (Starfield Consulting) for providing me the opportunity to open the space for this client. Also to everyone on the OSList as I am a long-term off and on lurker, and have been inspired by many postings. Some background information to set the context - I am an Organizational Development consultant who recently decided to join the world of external consulting due to space opening in ways that I hadn't anticipated (corporate layoff with a severance package). After having "tried everything" with my corporate clients, I am pretty much convinced that Open Space is 'as good as it gets' in terms of an approach to get a job done. While not universally applicable, certainly the best approach I'd come across for many of the situations clients had asked me to help them with. I was introduced to Open Space several years ago, after toiling for over a year to design and implement a series of four 'Management' Conferences for senior executives. I was an immediate convert after I heard Harrison's story of OT3 and the coffee breaks. After spending many weeks planning an agenda, designing workshops, hiring facilitators, and coordinating logistics for these conferences (200 executives attended each) afterwards, I realized how the coffee breaks were the most beneficial and productive part. What we spent the least time and money on was the most valuable! I knew that Open Space would have had far more impact at a fraction of the cost and hassle factor. My success in convincing my corporate clients the value of Open Space was limited, although many at the lower echelons were eager to 'try it out'. That is another story. This story is about our client, a social housing provider for the city of Toronto. They are in the beginning stages of implementing a three-year strategic plan that entails a major organizational shift. They are decentralizing by implementing a 'Community Model', where services will be provided by 27 new 'Community Housing Units' (CHUs), rather than the head office. The theme of the Open Space was "Getting the CHUs Up and Running". The sponsor wanted to engage the staff members impacted by the new CHUs to talk about and decide what needs to happen, and to work together after the event to make it happen. Perfect application.. In all appearances, this Open Space planning and event were typical. Larry and I worked with a sponsor and a team to organize the event. The team and sponsor decided to send the invitation to everyone in the organization and accept anyone who 'volunteered' to attend. We originally planned for 150, however by the deadline (a week before the event) we had 242 'volunteers' and 225 showed up! The proceedings included 60 reports, including detailed discussions and plans for the day of the turnover, and recommendations for addressing longer-term systemic issues. What impressed me about this situation and event was the simplicity, how it came together quickly and naturally. All the basics were taken care of and there was minimal embellishment. The power of the principles of self-organization were evident, genuine community emerged, and the participants demonstrated leadership, passion and responsibility. While I have seen the impact before, I am always amazed and impressed with what happens during Open Space. While one event does not change a culture, it certainly appears to have created a jump-start for this organization. We met yesterday with the planning team, the CEO, sponsors and the leaders of the top topics (those topics that were voted as most important for organizational attention right now). The CEO opened by saying that he couldn't imagine having a meeting of this group of people prior to the Open Space. Typically work has been organized through the hierarchical structure and this was the first meeting with a group of people from different levels and organizations - all committed to work together toward the same goal. He challenged the group to move forward with implementation. He outlined his role (and the planning team's) in supporting the individuals and their teams' efforts. He talked about unleashing the creative energy in the organization and creating/being the kind of organization they want to become - an "Open Space" organization. All the right stuff.. Obviously, this story is just beginning. It will be interesting to see how it evolves and, hopefully, be a part of 'whatever happens'. No doubt there will be chaos, confusion and conflict. And from that will emerge the creative energy, ideas and the commitment to act. Of the Open Space events that I have helped convene, this was the most rewarding. It is amazing how something so simple, and so obvious, can have such an impact. I wanted to reflect on the experience. Thanks to those who've read this posting. Judy Gast * * ========================================================== osl...@listserv.boisestate.edu ------------------------------ To subscribe, unsubscribe, change your options, view the archives of osl...@listserv.boisestate.edu, Visit: http://listserv.boisestate.edu/archives/oslist.html
