| 4/07/07 | | Open space video |
This YouTube clip provides a good concise overview of how open space meetings work.
Source: Open Space List
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| 22/03/07 | | How work really gets done |
I just entered my presentation on How work really gets done into the World’s Best Presentation Contest. It would be great if you popped on over to the contest site and registered a big thumbs up for this preso. Send me an email if you would like to see the presentation handout that goes with it.
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| 7/12/06 | | The Open Space Fishbowl - A new way to an energised conversation |
A few months ago Larry Peterson and I discovered and tested a great way to apply the Principles and Law of Open Space Technology to a “fishbowl” to create a dynamic, energized conversation with a whole room of almost 200 people in a short time frame.
Some of the participants said:
“I really enjoyed the openness of the fishbowl, next time I will be in there swimming.”
“We were pleasantly surprised with the number of participants willing to brave the fishbowl, and even more so with the conversation that followed. This was a format that engaged those within the fishbowl to offer the type of forthright commentary that may not have surfaced in another meeting format”.
Thanks to Larry we have put pen to paper and written about our experience, including the approach we have named the Open Space Fishbowl.
Download a copy of: The Open Space Fishbowl
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| 22/10/06 | | Some free eBook resources |
Like they say, life is about timing.
Coinciding with the launch of our recent ebook The ultimate guide to Anecdote Circles, Chris Corrigan has released an 81 page ebook called the Tao of holding space. Definitely worth a read for all those interested in Open Space.
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| 6/10/06 | | For successful change - Momentum = Mass x Velocity |
Today the VPS Continuous Improvement Network experienced something unique. With Larry Peterson (a well known Canadian Open Space Practictioner) touring Australia, we had a great opportunity to try a new format for exploring and engaging conversation around “Leading complex change and opening space”.
The format? A fishbowl. With Larry inside!
Although not Open Space Technology the 4 four principles and one law of Open Space certainly applied and contributed to the way the fishbowl ran.
- Whoever comes is the right people
- Whatever happens is the only thing that could have
- When it starts is the right time and When it’s over, it’s over.
The one law of Open Space invites people to take responsibility for where they are, and if they find that they aren’t learning or contributing, move to a place where they can. In this case, out of the fishbowl and allow for another particpant to join the conversation.
During the fishbowl Larry mentioned that Open Space was one of the most powerful technologies for change that he had worked with. I’d have to agree with him. The mathematician in me particularly enjoyed Larry’s description of how momentum = mass x velocity. And how for successful change it is important to have both elements in the equation. The whitepaper I wrote regarding the evaluation of an Open Space event I ran with a large scientific organisation seems to me to confirm how mass and velocity can result from the enhanced communication patterns and social networks created in Open Space Technology.
From the feedback it looks like people found it a very thought provoking session. I enjoyed it heaps! It was great working with Larry.
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| 25/09/06 | | Leading complex change and opening space |
At lunchtime, on October 6th, Larry Peterson a well respected Open Space practictioner from Canada will be diving into our fishbowl with the Victorian Public Services Continuous Improvement Network.
If you’re interested in learning more about Open Space this will be a great event to attend. If you’d like to come and join in our fishbowl (even as a shark!), drop me a line: andrew@anecdote.com.au
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| 18/09/06 | | Interview on Open Space with Larry Peterson |
We are getting prepared to be surprised about an upcoming Open Space Fishbowl with Larry Peterson on October 6th with the Victorian Continuous Improvement Network. It should be great. I took the opportunity to send a few questions Larry’s way regarding Open Space. I’d love to invite you to contribute to any of these questions as well by replying into the comments field.
Question 1: How did you first come to experience Open Space?
Harrison Owen did a workshop in Toronto in 1990, invited by ACCORD and some people I knew.
Question 2: When you're explaining Open Space to someone who has never heard of it, what do you emphasise and what do you leave out?
It depends on the person? If it is a potential client, then I describe OST in relation to the business issue that she/he is facing and what could result. For example, if a person wants to engage the employees in dealing with an issue at hand – I’ll describe how OST does that and the role of convergence in relation to the results. I will usually tell a story from my experience. If the person wants a senior team to clarify how it can work together to achieve a vision, I’ll describe how that has is done with OST and cite my experience. I don’t “sell” OST but identify it as an option.
To people in the airplane, I talk about: easy way to conduct a meeting where everyone has an opportunity to shape the agenda and actively participate; generating enthusiasm, energy or spirit; people work on what they have an interest in or passion for; circle and description of process. It then depends on what questions they ask what aspects I describe or theory I suggest.
Question 3: Some feel that the principles of Open Space seem to be authentic. That is, able to be applied to everyday life. What's your view?
YES! Living life and management approaches based on OS principles are quite profound ways of going further with what the Technology has to say. Open Space Technology is different from Open Space. The “technology” is the approach to applying the principles that Harrison Owen developed. Open Space can be practiced anywhere, everywhere, all the time.
Question 4: What 3 tips would you give to a new facilitator interested in "Opening Space"?
That is what I do in the workshops on OST that I lead or the coaching that I do. Many tips. I have an article on coaching OST facilitators on my web site. So I’ll send people there.
Question 5: I have heard of the concept or leadership style called "Open Space Leadership" sometimes discussed. What's your experience with "Open Space Leadership"?
I have not heard of Open Space Leadership or seen anything written on it. I have heard of the Open Space Organization and seen some writing. Certainly the principles of OST can be applied to leading change. I think some learn to do that intuitively as our study suggests. I think those principles are part of great leadership for our times – but it is not just “Open Space” leadership but all leadership.
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| 12/05/06 | | The meme of control |
Thinking over how pervasive (and problematic?) the notion of control appears to be in organisations I was inspired to write a little piece around it. Here’s how it begins:
A change of mindset is needed for organizations to reach towards the next stage of their development. With this change of mindset comes along the needed change of language. Currently there is a tendency for organizations, and those ‘in-charge’ of organizations to lock in a very specific metaphor and language for tackling organizations. Rationalising the goals, specifying targets and then optimizing the outcomes. Applying matrix logic and mobilizing the troops. It’s time to make, manage and meet the plan!
Such metaphors and their resulting language are all driven from the underlying assumption of control. Someone having it. Someone applying it. With control holding such intellectual and emotional power over us it may be useful to consider it a meme and in doing so, provide us with a new refreshing perspective.
Read the full article here
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| 12/05/06 | | Open Space Training in Melbourne |
Viv McWaters and Brian Bainbridge are running their marvelous Open Space training next week 16th – 18th here in Melbourne.
As Viv says:
You’ve heard about the process called Open Space Technology; maybe you’ve taken part in an Open Space meeting or conference and been intrigued; maybe you’re looking for alternative facilitation approaches that are proven and effective.
This practical training will help you understand Open Space Technology and the principles and dynamics that underpin it. In addition, you’ll learn how to facilitate Open Space events either within your own organization or as an external consultant.
For more info, email either Viv or Brian at viv@theReef.com.au, briansb@mira.net.
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| 5/05/06 | | Keeping the momentum going after an open space |
A few months ago I facilitated an open space session for a group of knowledge coordinators working in a government agency. We spent the day together and at the end of the session there was a clear set of activities and a high level of energy to get things done. Yesterday I heard that many of the tasks haven’t been done. Yes, I was a little disappointed so I ask the question: “How can we increase the chances of sustaining the momentum after an open space session?”
On the same day on hearing this news I was working with Mary Alice Arthur, a appreciative inquiry (AI) practitioner from New Zealand. Mary Alice has done some wonderful projects recently: a merger at New Zealand Telecom, branding for ANZ bank (NZ) and working with NZ primary schools—all done with AI. Mary Alice said there was a similar concern in the Telecom merger project: would the interventions designed by staff be implemented? To counter the potential apathy each action team (responsible for designing and implementing the intervention) conducted a feasibility study and developed a plan for their intervention then presented their plan to the senior management team. The management team’s role was not to veto the plans, but just to listen and hear the team commit to delivering their project. There was tremendous follow through.
Robert Cialdini describes why this act is powerful in ensuring the ‘ball keeps rolling’ after your open space finishes: “People have a desire to look consistent within their words, beliefs, attitudes and deeds.” Of course when you commit to a leader there is considerable pressure to deliver. This type of commitment is most effective “when they are active, public, effortful, and viewed as internally motivated (uncoerced).” Hmmm. What I’ve suggested sounds a little coerced. How about this modification: actions teams can volunteer to present their plan to the senior management team.
Now I’m not an expert in open space (Andrew and Mark have a much greater experience) so I’m keen to hear from people who have done many open spaces. What’s been your experience?
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| 16/03/06 | | Reflective practice interview with Sandy Schuman |
A little while ago I mentioned about a reflective practice we are running on the language of facilitation, specifically open and closed language. Surprisingly we have a group of over 60 people worldwide who are interested in being part of this reflective practice.
As part of this I am taking the opportunity to have skype hookups with those who are participating. This morning I just had a great skype hookup with Sandy Schuman. You can download the audio file here (9.6M, 40 mins).
We covered:
Speaking facilitatively - How can we speak facilitatively
The phrase - "What do others think"
You want to say something but invite more thought. As compared to a phrase that would close things down which might be a statement like "what you think".
Group facilitation helps a group tell its story
The wall of wonder
Timeline techniques a powerful way to build identity for a group
Improvisation in facilitation
Group facilitation IS improvisation - there is no script
"Improvisation takes a lot of practice"
"Being in the present" & "Having presence of mind" & "Being HOT"
"Facilitation is not a creative act, it's memory"
Language is a behaviour
Language that closes things down or retains or creates openness
Gestures: Hand motions - palms-up, beckoning, palms-down
Open and Closed facilitation - if your going to acknowledge anybody your going to acknowledge everybody
Opening words
When and Where as opposed to How and What
"tell about a time when, tell about a time where"
When- the event aspect of when
Where- brings to mind image
Imagery is evocative
Where is this all going?
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| 22/02/06 | | Being happy with Not-Knowing |
If you’re wondering where I’ve been, for the last 2 days at least (the rest is a whole other story), I’ve been at the Australian Open Space on Open Space or OSonOSinOz for short. It was great!
A gem which really stood out in my mind was a great discussion which was hosted by Jess Dart titled “Exploring the underpinning philosophy of open space”. In particular Jess was very curious about the epistemology of OS, which in my crude translation is simply about “knowing about knowing”. Now yes, this does seem an esoteric topic and yes you may be wondering what possible practical application this may have, and yes we did ask “does it matter?”. The gem which emerged from this was a classic statement about being happy with not-knowing.
Enter stage left, Greg Jenkins, with a great diagram for us on knowing and not-knowing. In life, work or otherwise, we find ourselves travelling the spiral between ‘the known’ and ‘the unknown’. That is, knowing and not-knowing. It is often when stakes, emotions and eyebrows are high that we find ourselves in this not-knowing area of the spiral. The way that we deal with this ‘not-knowing’ is often a key determiner for the kinds of outcomes that emerge. Being able to stand the complexity, the intensity, the discomfort and generally being happy with not-knowing takes some real effort. Incidently, it is here in the not-knowing area that an open space facilitator will often find themselves.
So, here we were, discussing all about ‘knowing about knowing’ and what emerges is the importance of being happy with not-knowing. Typical.
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| 16/12/05 | | Thinking about facilitation |
Catching up with Johnnie Moore for lunch was great. During lunch we got onto the topic of ‘What is facilitation, anyway’. Drawing on the wisdoms (or maybe not) of some previous research in facilitation I boldly suggested 3 pillars to facilitation:
- Active listening
- Humour
- Humility
Course, didn’t take Johnnie a second to bring to the table one element which might trump all of those. Being Flexible. Sure seems to do away with lists, recipes and formulaes… There is only so much one can think about facilitation anyway… You’ve gotta get out there and… Just do it!
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| 4/12/05 | | So when did process become a dirty word |
In a past post I raised an issue with the word ‘facilitation’ calling it a fat word. A comment of Nancy White’s got me thinking when she asked “When did process become a dirty word anyway, and why?”… I decided to take a look around:
- Clay Shirky on September 17th 2003 on Process is an embedded reaction to prior stupidity
- Barry Briggs speech in January 13th 2005 on The decade of process
- Keith Hammond’s write up in FastCompany on August 2005 about Why we hate HR
- Erin White of Wall Street journal September 19 2005 posted Rethinking quality management
- Ross Mayfield on November 17th 2005 on The end of process
- Sadagopans on November 21st 2005 with The end of process- No way
- Tom Davenport on December 3rd 2005 with The backlash to process
I just found that ‘process’ also appears in Don Watson's dictionary of weasel words, contemporary cliches, cant and management jargon … Hmmm… I wonder…
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| 18/11/05 | | Got conflict? Use the power law |
Imagine this scenario of how conflict might arise in a group:
You are facilitating a meeting. Everything is going great. During an action planning session one participant stands up, looks around the room assertively and says “I've done a quick analysis and it's clear that there are parallels and similarities between several group’s work here. Right. We need to do this, this and this. Let’s form a group over here and we can get started and have this knocked off in no time flat...”
Question: What do you do?
A great insight which Vic McWaters explained to me is the power of power. In fact, let’s call it the power law:
Conflict often arises when there is a differential in power. To address conflict, reduce the power differential.
In our example, the conflict arose out of one person threatening to railroad the group onto a new track. What has happened is that the person has just changed the power differential in the group. They want to be ‘high power.’ They want to lead. Using our power law, what needs to be done is to reduce the power differential which this person has just created.
Answer: Ask the group “What would you like to do?” This simple question helps bring the balance of power back to the group and at the same time addresses (and reduces) the power gap created between the participant and the group.
Think about the times when you have faced or anticipated conflicts in a group. When have you been able to observe a power differential and then act to address that differential?
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| 11/11/05 | | What you're not being told about unconferencing... |
The unconferencing meme is currently being discussed here and here. One point I believe that needs to be raised is that unconferencing is not something that will naturally happen just by deciding to remove your panel of conference speakers and hoping for the best.
I think a lesson can be drawn from Open Space.
Open Space is a deceptively simple meeting format where an agenda emerges from the participants and then essentially self manages. We have shown before the impact that Open Space can have regarding empowerment and participant engagement. Regarding who’s facilitating Open Space I have heard quotes like “Open space needs at most one facilitator and often none”. I have even heard statements like “a good OS facilitator should be felt but not seen”. Given all this simplicity: no agenda, the meeting self manages, the facilitator is invisible it’s easy to forget that underneath Open Space there is a strong robust system which keeps it all together.
So the lesson? People need to consider what the system underneath is and how this is going to make the unconference work.
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| 7/10/05 | | Using social networks analysis to show impact |
Some time back Chris Corrigan mentioned in his blog how social network mapping could help inform the invitation list for an Open Space event.
I have also found that using social network mapping in conjunction with an Open Space event can be a great way to demonstrate change and create new stories within an organisation. The figures below show the change in social networks from a recent Open Space event.
Before Open Space
After Open Space
Interestingly, as discussed in my whitepaper “Does your strategic planning make a difference?” the social network map examples that were handed out post Open Space to the sponsor have found themselves moving throughout the organisation, at many levels, stimulating new and interesting stories about where the organisation is heading in the future….
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| 5/10/05 | | The problem with strategic planning |
It’s interesting how many organisations do strategic planning and yet how little value is considered to be delivered as a result. In an article called Eight problems with strategic planning a few points tweaked my interest.
- Does our process produce a plan that's "real?"
- Does our plan really work for the organization?
- Is anybody doing anything?
The danger I see with the normal model of highly facilitated (the facilitator is driving) strategic planning sessions is that the 3 points raised above are often missed. As mentioned in the article, often the facilitator is too academic (in which case a framework is used) or the facilitator is too much of a content expert for the industry and ends up taking over the meeting, when really, it should emerge from the work of the participants.
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| 28/09/05 | | A powerful intervention: Silence |
When I first saw Brian Bainbridge run an Open Space Technology workshop I was impressed most by his use of silence. I know that in public speaking using silence, or pause, is a powerful way to bring the audience together. To really get their attention.
It is not surprising that many people feel uncomfortable with silence within groups, especially if you are the “leader” or “facilitator”. As Catherine Durnell Cramton has written in an article called “Finding common ground in dispersed collaboration”, silence has meant all of the following at one time or another:
- I agree
- I strongly disagree
- I am indifferent
- I am out of town
- I don’t know how to address this sensitive issue
- I am busy with other things
- I did not notice your question
- I did not realise that you wanted a response
Recently reading Practical Facilitation I came across the concept of “Bending Space and Time”. Here the author discusses how a storyteller can move the group (or listener) into a different time and space by the use of extremely long pauses.
I feel that the real power of silence, for a leader or facilitator of a group, is to really get a chance to listen to the group. To see what wants to emerge from within the group. Too often the facilitator or group leader is looked to for all the answers when, really, the group just needs time to look within.