Our last grasps at contolling people and
organizations are slipping into the swirls of constant change
and we are quickly discovering that in this new reality, simple
conversation qualifies as real work -- and is essential for powerful,
profitable action.
As specialization and customization increase,
complex webs of relationships and information emerge, pressure
for frontline decision-making and on-time delivery rises, and
the best work of every individual becomes essential for overall
success, it's never been more important to be connected -- and
reconnected -- with our partners at work.
Open Space Technology is a simple, powerful
way to catalyze effective working conversations and truly inviting
organizations -- to thrive in times of swirling change.What follows
is a unique narrative tour of an Open Space event that highlights
those things that are common to nearly every Open Space meeting
AND points out a number of ways of and possibiities for fitting
Open Space into any organization, setting or situation.
Think of this story as an Open Space adventure
with a seasoned, but blindfolded, guide...
Welcome to Open Space...look around, please,
and see who's here. Imagine that you're sitting in a circle of
friends, colleagues and perhaps some strangers, too. It might
be just a dozen of you for a one-day working conversation, but
perhaps it's 120 or even as many as 1200 gathered for a 2 1/2-day
strategic conference. If it's just a few, we might be in your
office conference room or a small hotel meeting place. If it's
a very large group, we're likely in a hotel ballroom, a high
school gymnasium, or even a warehouse facility that your company
has cleared out especially for the work of this conference.
However many are here and wherever we might
be, our chairs are certainly set in one large circle. Even if
the circle has several concentric circles, the room is set, from
the start, so that everyone can see and hear everyone else. The
middle of the circle, even if it's very large, is empty and open.
There are no tables or podiums, but you can see that there are
half sheets of flipchart paper and markers on the floor in the
center. Then you notice that someone has apparently already been
busy with these markers, as there are handwritten posters hung
on every wall...although there is a large (and a little suspicious)
blank area that fills most of one wall under a banner that says,
simply, "marketplace."
Someone sits down next to you, probably an
old friend, somebody you know, but perhaps haven't seen for awhile.
You begin a conversation, "well, hello...good morning...I
didn't expect to find you here...gosh, how long has it been,
how are your kids...well of course I should have known you'd
be interested in this...how did you hear about it...I thought
of you when I first saw the invitation...glad you were able to
move your schedule to be here...wouldn't have missed this for
the world...what do you suppose is going to happen...not sure,
but I know we need to do something about..."
Your conversation is repeated around the room
as others arrive and connect. They join you sitting in the circle
or stand at the edges, talking with people they know or people
they are connecting with for the first time. Some are sitting
quietly by themselves, taking in the whole scene, glancing at
the notes they've brought, or perhaps having a look at a one-
or two-page handout that might have been placed on every chair.
There is a table with coffee and juice, doughnuts, bagels, fresh
fruit. Everyone is eating or drinking something.
And everyone is here for a purpose, having
received an invitation and having made whatever simple or grand
arrangements it took to get themselves here this morning. Everyone
is here because they've chosen to be here, because the theme
or issue or question at hand is something they have real passion
about -- and because they saw this gathering as a unique opportunity
for connecting with others who are eager to learn about, plan
for, and take action in an area that they see as critical to
the success of their own interests, the work of their organization(s),
and/or their relationships with colleagues, customers or suppliers.
The invitation itself was very simple, probably
just a page or two, maybe a short email or postcard, or even
something posted on a bulletin board. It spoke plainly about
what's working, what's possible, and/or what's needed now in
some area of real importance. It was clearly not an invitation
to complain or even "solve problems," but rather to
co-create some dimension of the organization, the community,
or the world that we all really want to be a part of. This doesn't
mean that it denied or in any way minimized the importance of
existing problems, only that it really focused attention on our
strengths and assets -- and invited people to work together to
create more of them.
If circumstances allowed, you received this
invitation well in advance of the gathering date(s), so that
you could plan your schedule around it. A late invitation just
isn't as open, credible and welcoming as one sent in advance,
whatever "in advance" means in your organization. Alternatively,
this gathering could be an urgent call to respond to some new
situation or opportunity that's popped up. Either way, the invitation
announced the theme (purpose or intention) for this gathering
and provided a brief explanation (or reminder) about its importance
or connection to your life. Perhaps it also invited you to spread
the word, to other people you know who are interested in this
work.
We should note here that Open Space can only
fail for two reasons: if people show up with no passion and/or
if somebody tries to control the process in order to achieve
some sort of pre-determined outcome(s). And, the commitment to
openness, passion and responsible self-organization begins with
the invitation process itself.
The theme or purpose on which we've been invited
to work was open, broad, and demands a creative, collective response.
The invitation was extended to a diverse group of stakeholders
and clearly stated the parameters for our work here. And, to
the greatest extent possible, everyone here is participating
voluntarily, because they have discovered that they have something
to learn or contribute to the work we need to do.
The simple, clear, broad and open invitation
process assures that the people who show up have real passion
for the issue AND signals to them that the best outcomes are
theirs to create. A good invitation lets everyone know, even
those who can't or won't actually attend, that this meeting is
intended to go beyond suggestions, beyond recommendations, beyond
rubber-stamping, beyond past expectations. This meeting is for
real responsibility, real learning, real action on the issue(s)
at hand. Even if the number of attendees had be limited, for
financial or other concerns, this could and should have been
done in ways that don't limit the passion and possibility of
the work.
So, as you look around at the crowd assembling
now in the main meeting room, you are aware that everybody in
this diverse group somehow received the same invitation, that
everybody here seems to have some connection to the theme question,
but that nobody seems to really know exactly what will happen
next. The level of anticipation and energy rises as the stated
starting time arrives and seems to pass, the noise level in room
rises, too -- and then a totally new sound rings through the
room.
Someone is ringing a small set of bells whose
chiming pierces every conversation, even if the group is several
hundred. This immediately invites and focuses everyone's attention
on the one with the bells, who is standing with a person who
nearly everyone in the room knows, or knows of. This familiar
person is the leader of the sponsoring or planning group. She
introduces herself, welcomes everyone into the meeting and into
the circle, perhaps adding a very brief word about why we've
all come here today. Then she introduces the bell ringer as the
meeting facilitator and takes a chair in the circle with everyone
else.
At this moment, the facilitator is, quite
possibly, the only one in the room who has absolutely no doubt
whatsoever that this group of 12, 120 or 1200 is on the brink
of filling that large, suspiciously empty wall with a detailed
agenda that will keep everyone working, playing, and learning
for the duration of the conference -- on the brink of what most
(at this point) would call the impossible. The sense of anticipation
and energy is so high in the room that even the sponsors and
planners of the event are a little edgy, and eager for the agenda
to appear. But first, a few instructions must be given, a few
simple principles introduced, one basic law enacted, and a few
logistical items explained. All of this, you notice, is also
presented on the handful of posters that are scattered around
the room.
The facilitator begins with an invitation
to do what you've already been doing, looking around the room,
seeing who's here, signaling good morning to the people you know
and taking notice of any faces new to you. The theme is restated
and briefly explained, perhaps a short story of how we got here,
with the reminder that everyone you now see in the circle is
here because they care about some aspect of this theme -- and
have chosen to be here, to learn from and contribute to the work
at hand. The facilitator also explains that the big empty wall
is, in fact, our agenda. He acknowledges that it is a giant empty
space, but reassures us that it will, within the hour, be filled
with discussion topics related to the theme. He makes it very
clear that all of these breakout session topics will be proposed
by us, the people now sitting in the circle. The logistics of
this are equally clear.
While the reality of this responsibility sinks
in, the Four Principles are explained. What seemed strange when
you read the posters earlier, now seems to make a lot of sense.
"Whoever comes is the right people" acknowledges that
the only people really qualified or able to do great work on
any issue are those who really care, and freely choose to be
involved. "Whenever it starts is the right time" recognizes
that spirit and creativity don't run on the clock, so while we're
here, we'll all keep a vigilant watch for great ideas and new
insights, which can happen at anytime. "Whatever happens
is the only thing that could have" allows everyone to let
go of the could haves, would haves and should haves, so that
we can give our full attention to the reality of what is happening,
is working, and is possible right now. And finally, "When
it's over, it's over" acknowledges that you never know just
how long it'll take to deal with a given issue, and reminds us
that getting the work done is more important than sticking to
an arbitrary schedule. Taken together, these principles say "work
hard, pay attention, but be prepared to be surprised!"
The one law is The Law of Two Feet. It says
simply that you, and only you, know where you can learn and contribute
the most to the work that must take place today. It demands that
you use your two feet to go where you need to go and do what
you need to do. If at any time today, you find that you are not
learning or contributing, you have the right and the responsibility
to move... find another breakout session, visit the food table,
take a walk in the sunshine, make a phone call -- but DO NOT
waste time.
This simple rule makes everyone fully responsible
for the quality of their own work and work experience. It creates
bumblebees who buzz from session to session, cross-pollinating
and connecting pieces of the work. It creates butterflies who
may not join any formal sessions, choosing instead to float at
the edges. They create the space for everyone to appreciate the
energies and synergies unfolding in the work of the conference.
Sometimes the most amazing solutions seem to come out of nowhere
-- so that's where butterflies tend to look for them.
After a quick logistical review, the facilitator
invites anyone who's ready to come to the center of the circle,
grab a marker and a sheet of paper, and write down their burning
question, passionate issue, or great idea. To the surprise of
many, a number of people spring from their chairs and are quickly
on all fours in the center of the circle, scribbling their offerings.
As each one finishes, they read their issue(s) out loud. These
aren't speeches; just simple announcements. "My name is
_____, my issue is ______," and we're on to the next one,
while they tape their sheet to the wall and assign it a place
and a time (from a pre-arranged set of space/time choices). This
is how even very large groups can create two or three days of
agenda in just one hour. As the wall fills, those who were at
first surprised, find words for their issue and grab a marker.
And then, as fast as it started, it's done.
Having done the impossible in the first hour,
the energy level is pretty high now. The facilitator gives a
few more instructions and the whole group moves to the wall and
signs up for the sessions they want to attend. Minutes later,
the first sessions start without any announcement or instructions,
because everybody knows where they need to be. Suddenly the large
circle is many small circles, in the corners of the room or in
separate breakout spaces, each working on some important part
of the main theme. Every session has been proposed by someone
who really cares about that item and has taken responsibility
for making sure it gets addressed. In longer meetings, the convener
is also responsible for recording the main points and conclusions
reached in his or her session.
As the first sessions finish, at roughly the
scheduled time, the second sessions begin. If the work isn't
finished, it continues or a sequel is scheduled. Some people
have spent the entire 1 1/2-hour session on one topic; others
have bumblebeed or butterflied around, connecting different issues.
Everything is moving -- people, ideas, resources, beliefs, relationships
-- but it all revolves and relates to the intention stated in
the invitation. This motion ebbs and flows, but the work continues,
session after session. In multi-day meetings, everyone also assembles
in the morning and evening for short "news" sessions,
where things like new sessions, major breakthroughs, and dinner
plans can be announced easily.
In some events, especially longer events,
the proceedings are captured by computer. The person who convenes
a session also takes responsibility for capturing the notes and
typing them into the computer. The rule-of-thumb is that one
day in Open Space will get you a lot of great discussion, two
days will give you time to capture what happens in a typed proceedings
document, and a third day (usually a half-day) will allow a more
formal convergence to specific plans for immediate action.
In some cases, smaller groups might create
handwritten proceedings to be typed up after the event. With
larger groups and longer meetings, where follow-up and follow-through
is critical, the typed proceedings can be dumped into an intranet
format where future meetings can be announced and progress reports
added onto the original proceedings. Over time, these proceedings
on an intranet system also make a powerful orientation and training
resource, at both project and organizational levels.
In the closing circle, everyone in the room
attests to the fact that, together, we have done what most thought
was impossible. Specifically, we have...
- identified, explored and addressed all of
the most important issues,
- gathered new ideas, resources and people
and connected them to these issues,
- documented all of this in somewhere between
5 and 500 pages of notes and next steps,
- established strategic themes, clear priorities,
immediate actions steps
- distributed all of this information to a
(re)energized and action-ready community of people
- empowered them to tell that story to the
rest of the organization, community, or world, and
- seeded cycles of invitation that will continue
to pull people into places where they can maximize their own
learning and contribution.
Longer term, with care and feeding, the realities
and practicalities of the Four Principles and The Law of Two
Feet can permeate the organization, inviting people at every
level to turn attention into value, planning into vision, movement
into learning, management into leadership that makes a real difference.
These things are, however, easy to see and tough to measure.
Therefore, you'll need to measure the success
of Open Space the same way you measure everything else you do,
in terms of product development time, process cycle time, employee
and customer turnover, total sales or volume of service, profit
margin and any other ways that make sense. After all, we don't
"Do Open Space" just because it's fun. We do it to
invite important projects, relationships, strategies and measurements
to move quickly in positive new directions.
Hailed for its utter simplicity -- and it's
power, Open Space starts with open-minded leadership, an issue
that really matters, and an invitation to co-create something
new and amazing. What happens in the meetings is high learning,
high play and high productivity, but is never pre-determined.
And what emerges, over time, is a truly inviting organization,
that will thrive in times of swirling change.
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