Chris Corrigan wrote Measurement uber alles is tricky because it immediately privileges the quantifiable over the qualifiable. And certainly, we need to measure things, but I'm leering of forcing qualitative experiences into measurement-friendly formats. By necessity it strips what is most important about the experience.
How do we measure the effect an OST meeting has on a person that has suddenly seen the possibilities offered by truly self-organizing work teams? ---------------------------------------------------------------- Chris Macrae For 20 years researching social and organisational identities I was weary about measuring organisational relationships, but then the mathematician in me woke up. Measurements don't just determine what you get but what human systems compound. With deep respect (open communing once freed up everywhere that 95% of management techniques destroy it (to interpret a Harrison one-liner) is a far more creative/human thing than measurement) BUT its way too late to turn global valuation systems round UNLESS we change measurement around So for example the direct answer to your OST question is very easy There are now standard batteries on the main emotions : happiness , trust, courage etc Take those before and after an OST intervention in an organisation; happiness ought to go up if the intervention had anything to do with cultivating self-organising. Reason joy of learning is the number 1 self-organising energy according to 15000 interview on Flow done at Peter Drucker's Claremont by a professor whose name I can never spell but is begins Csik. Turns out the positive win-win emotions are a good health check of how hi-trust relationships are being organised around here; and hi-trust (=goodwill) compounds the vast majority of any networked organisation's future SO More broadly with our open source work www.valuetrue.com we feel confident that all you all need to do is tell a story that begins something like this: The Future is now measurable It is impossible to govern an interactive world by separable numbers. The harder you try the more likely you are to do an Andersen to your organisation's valuation. Moreover, without maps of organisational networks a strategy isn't interactively worth the paper its printed on. These mathematical facts present leadership teams with the greatest opportunities and threats ever to have confronted big organisations. Fortunately, the necessary transformation : mapping human relationships that connect goodwill systems together is very simple to do provided you cultivate a hi-trust climate and benchmark transparently with your biggest partners. Welcome to the Network Age of Value Multiplication of Business and Societal Organisational Designs. Sorry it took our systems club 21 years to work out the maths of global & local networking, but better late than never. chris & norman macrae wcbn...@easynet.co.uk * * ========================================================== 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