Hi Jake,
I’m thinking of your insidership and your existing relationships to and in the
team and that you might be considered as more than a pure facilitator. I come
to think of Dee Hock’s advice to devote – in addition to devoting 50% of all
efforts to manage self –
25% to manage superiors (“Without their consent and support, how can we follow
conviction, exercise judgment, use creative ability, achieve constructive
results or create conditions by which others can do the same?”),
20% to manage peers (“Without their respect and confidence little or nothing
can be accomplished. Our environment and peers can make a small heaven or hell
of our life.”)
(and only the rest 5% to subordinates, which is closest to the standard
facilitator’s focus of – “introduce them to the concept, induce them to
practice it, and enjoy the process.”)
Kindly,
Thomas
___
All is possible together
On 8 Feb 2020, at 20.44, Jake Yeager via OSList <oslist@lists.openspacetech.org
<mailto:oslist@lists.openspacetech.org>> wrote:
> Many questions these days. Thank you for entertaining them. :)
>
> This past week, I facilitated an eight-hour Open Space split across two
> half-days. The attendees were an Organizational Development team, of which I
> am a member. My AVP sponsored the event, because we had recently merged with
> another group, and there was lack of clarity. So, our theme was: "Who are we,
> and how do we collaborate to drive success?" Also, my AVP--who is a leader in
> Learning & Development--wanted to experience Open Space in order to
> understand it better as it is new to my firm.
>
> Since I am a fledgling facilitator, I chose not to participate in the
> breakout sessions, even though I am part of the group. I wanted to make sure
> that I provided the best experience for everyone, and participating would
> have dampened my focus. I shared this with my manager, after she inquired
> after the first day why I had not participated.
>
> Long story short, after the event, my manager had major concerns how I
> facilitated the event. I had gone for long walks while the group was working,
> and she felt that was very risky. I told her that the facilitator's role is
> to remain "invisible" to allow the group to build its capacity for
> self-management. She said that our firm's culture is very hierarchical and
> that "baby steps" are needed. She suggested even intervening in a group if it
> gets "stuck." I believe I mentioned that intervening is not part of Open
> Space facilitation.
>
> So my question is: how do you "hold space?" I found Chris's description on
> his website: "an Open Space Technology facilitator is neither seen nor heard,
> but his or her presence is 'felt.'" I guess by going for long walks and not
> being in the room, my presence was not "felt." One of my colleagues provided
> feedback that by not being there, it didn't seem like I cared. This is
> definitely not the case. I went on long walks as an act of love, not
> negligence.
>
> Anyway, would love your thoughts.
>
> Thanks,
> Jake
> ________________
>
> When the mind is quiet, the sun of your heart will shine once again, and you
> will be free of problems.
> - Robert Adams
> <http://www.robert-adams.info/>_______________________________________________
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