Hello Diane,
This is a wonderful overview of when and how to use both approaches,
and gives me a clearer understanding of the reasons for choosing each
one.
Thank you to everyone who replied. You are all so generous with your
experience and support!
I'll let you know how it goes this weekend... I am really looking
forward to it.
Best regards,
--Beverley
On Feb 25, 2007, at 3:44 PM, Diane Gibeault wrote:
Hi Beverly and all,
Reopening space for action: I also use that approachy but I do it only
in certain conditions.
- When dealing with a group that does not constitute an intact
(existing) organization. For example in many conferences neither the
sponsor organization nor other participating organizations intend to
take responsibility for fthe overall follow-ups.
- Where the theme is centered on learning and individual development.
- When I am sure the leadership is open to the particular outcomes of
this approach (opening space for action) which is very different then
first surveying what the group feels are the priorities for the
organization. (see the desciption * of that process below.) Some
sponsors/leaders feel that organizational resources, time and money
can only be committed to a limited number of initiatives. Or, they
want some sequencing of initiatives, beginning with those topics that
require attention first according to the group as a
whole.Disadvantages of opening the space again for action that intact
organizations have pointed to:
- Priorities for action were that of individuals or a few, often the
more extraverted people, not necessarily representative of where the
leadership or the majority of people may want to go.. The
organization preferred investing its resources and energy on
priorities based on a clear indication from all members present. They
wanted to know what collectively was considered the priorities to act
on and then to identify who had passion and leadership to act on
those priorities.
- Some felt there was a lack of focus, actions going in every
direction - no organizational vision.
- Concern that limited resources may not be available for everything
individuals may have passion for.
- Where trust is an issue, it may be more of a challenge for
participants to propose topics for action. Posting a topic is not
just for discussion, it’s for action so the method demands more of a
stand. It's greater risk taking, not knowing what the leadership or
the group considers to be priorities.To reopen space for action:
- If the organization is willing to let participants pursue their own
personal passion on any of the topics discussed or anything as a
result of the experience they are now inspired to work on, the
question I often use is: What do I now have energy and passion to
work on?
- People who want to take action on someting of interest to them post
a topic for action.
- An action planning guide similar to what others have described is
given to every participant to help them focus on plannning for
action, individually or in small groups. Then there is a reporting to
the larger group that takes different forms depending on the
circumstances and needs.* Surveying first what the group feels are
the priorities for the organization (summary of the process I use):
- Participants read reports with this question in mind: What are the
top (three or more) priority topics you feel, we as an organization
should act on now?
- Answers create a collective survey. After a quick compilation of
results of this survey is announced, leaders meet (15 minutes at the
most) to consult and see if they feel the proposed priorities fit
with the organizational vision, are doable and resource wise and
confirm that they will support them.
- During that time participants identify other related reports to the
priorities and note the report numbers on a sheet attached to each
priority flip chart page.
- Leaders give feedback on priorities and answer questions of
clarification if any.
- Then, people choose which of the collective priorities they have
passion to work on - they are action planning knowing clearly they
have the full support of the leadership.
- The option of action planning on other areas is still offered in
recognition that all the work done so far is important and that
someone may not have passion for the collective priorities still may
make positive contributions.In my experience, both methods of
identifying priorities for action work best when the method chosen is
the right one to meet the group's needs and preferences.
Diane
Diane Gibeault & Associé.es-Associates
Ottawa, Canada Tel. (613) 744-2638
www.dianegibeault.com
Coming up - À noter
Open Space (OST) English Training: April 25-27, Toronto Canada
Forum ouvert (OST) & WC Formation-français : 27-28, 29-30, Suisse
*
*
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