Open Space Canada News

Published by the Open Space Institute of Canada               Sharon Quarrington

www.openspacecanada.org

June 2001

            Invitation to
OSNOS IX

Articles

Events

Resources

Membership

Articles In this Issue:

2002 Learning Journey with Harrison Owen
Exploration 2002 avec Harrison Owen
A Tale from Open Space
Be Prepared to be Surpised
Fast Company Open Space "Paddling in Turbulent Times"
A Sampling of Spaces Opened in Canada
Getting It Right: Connecting with the Energy and Passion of the Group
Case Study: OS accelerates a Change Implementation

            You are invited to….

Improving our practice of Open Space Technology

The Ninth Annual Open Space on Open Space Conference

August 18-21, 2001

Vancouver, British Columbia, Canada

OSonOS IX will be held on the campus of the University of British Columbia in the Sty-Wet-Tan Great Hall at the First Nations House of Learning. The UBC campus is perched on the cliffs of Point Grey, 200 feet above the Strait of Georgia with views across the Strait to Vancouver Island, and over Vancouver Harbour to the North Shore mountains, which rise 5000 feet out of the ocean.

We will begin on the evening of the 18th of August with a reception and open the conference on August 19th with a welcome from representatives of the Musqueam Nation, upon whose traditional territory we will be meeting. The conference will run over two and half days, concluding at noon on August 21.

For more information on OSonOS IX please visit the conference homepage at http://www.openspaceworld.org/osonos.html or contact Chris Corrigan at (604) 683-3080 or by email at corcom@interchange.ubc.ca

Articles

Be Prepared to be Surpised

by Laurel Doersam Laurel.Doersam@caphealth.org

I was facilitating an Open Space consultation for Youth Victims of Crime in a small northern community with a significant First Nations representation. The kids were quite a mixed group, aged 13 to 19, some quite privileged, others from incredibly difficult situations . . . multiple foster placements, legal conflicts, substance misuse.

One young aboriginal woman of maybe 15 years old, pregnant, spent most of the day sleeping on a couch pushed into the middle of the room. Every now and then, she'd stir, and usually one of the other kids would go over, join her for a few minutes, get her a drink or some food, chat a little, then head back to a different group. She was the classic butterfly, albeit perched in the centre of all the activity, and mostly asleep! I watched all this with fascination, noticed how disengaged this woman seemed to be, and even wondered if she felt scornful of the entire event.

At the closing circle, the young men and women made many comments about how proud they felt of themselves as a group, how the normal divisions along racial lines hadn't happened, how the work they had done was important and worthwhile. When the talking stick made it's way to this young woman, she held it in her lap and just looked at it for several silent seconds. A tear slipped down her cheek. She inhaled deeply, then spoke with great eloquence about how this was the first time in her life that she had felt truly accepted and honoured. She talked about feeling a part of the important work that had been done that day and her hope to be part of any ongoing work.

It was amazing that this woman, who seemed to me so entirely apart from the event, had felt completely engaged in the process. The power of trusting people to meet their needs and play whatever role they felt right to play was so beautifully illustrated for me. Had I tried to intervene, I could only have interfered with what for her had been a very moving experience. Another lesson for me in trusting the process!

Fast Company Open Space

by Sharon Quarrington sharonq@pdesigns.com

About 80 members of the Toronto "cell" of the Company of Friends, a network of readers of the Boston-based business magazine Fast Company, participated in their second "un-conference" at the Rotman School of Management, University of Toronto on April 27.

Participants were told "This conference is about change - where we need to go and how we can get there quickly. It is about our fast, paced and crazy world and emerging new values. It is about the conflict and frustrations many feel as they work to change our traditional slow moving and "arthritic" organizations. It is about how we stay healthy and balanced in our own lives. How we paddle, wind and weave a course into the future? Our choices and strategies"

Bruce Craig of Participative Designs Inc and Meg Saulter of MegaSpace Consulting, facilitated the meeting. Twenty three sessions were convened on a wide range of topics relating to change including:

• How to Build a Capacity for Change
• From Fear to Fantasy: supporting people through resistance to change
• How can one person create change?
• Is it Me? or Is it THEM?
• Success Without Sacrificing Self

At the closing circle many people commented on how much they had got out of the day, great conversations, new friends, an appreciation for the process of open space and many new insights into their own personal journey through the world of change.

Proceedings from the session are available at: www.fctoronto.com/proceedings/

A Tale from Open Space

by Meg Salter meg.salter@sympatico.ca

The full text of the article is available at: http://www.megaspaceconsulting.com/Complexity.html
Excerpted with permission from Organisations & People, Vol 8 No 1 August 2001 the quarterly journal of the Association for Management Education and Development (based in the UK.).

Working with organizations to improve their effectiveness and capacity for performance, I am always looking for methods to help them cope with ever increasing complexity and demands. It is my experience that Open Space Technology provides one such transformative tool.

The Canadian division of a global pharmaceutical group had recently been acquired by a competitor. As part of post-merge change work, I was asked to support the Customer Service Group, which had shipping, service and credit management responsibilities. The nature of the work is detailed and operational. They were experiencing significant stress; a much heavier than usual workload, poor morale, employee anxiety demonstrated through sniping and backbiting, a new Director replacing a previous "golden boy", and performance issues. It was a tough, stressful situation.

The Director and Managers knew they had to address both task and team (process) issues, but were uncertain how to do it. They knew they needed to go offsite, were accustomed to traditional guided facilitation meetings with well-structured agendas, yet were leery of "just another meeting" where nothing gets deeply resolved. Over the course of three planning meetings, we laid out the meeting goals, and the pros and cons of guided facilitation vs. an Open Space approach. The leadership team was quite anxious. They recognized that an Open Space format would gave greater opportunity for people to truly "speak up", yet could not clearly visualize how self-organizing could work. They could not escape their mental models of a "designed" day.

Called in as an Organizational Effectiveness "expert", I felt that I could not sell one specific approach. I felt deeply that Open Space would be the best option for this group, yet had to honour their intentions and uncertainty. My personal challenge was to live with the paradox of ambiguity and clear intent, i.e., my best intentions for the client, my conviction that Open Space would truly be helpful, and then "letting it all go", with the client making the choice. The Director and his leadership team selected Open Space, but with considerable misgivings.

Then what a surprise! The Director met a casual acquaintance at a social gathering, who turned out to be an experienced Open Space facilitator! This person was able to provide full assurance of the process, without having any vested interest in it. The Director was able to develop more trust in the process (and maybe in this strange consultant he had just hired – me!) and to let go of his need to control.

At the final planning meeting, we carefully reviewed the theme, and the givens; the tasks that have to be accomplished, the broader organizational context that must be respected, budget latitudes, and the leaders’ various roles in opening up the meeting.

The meeting, in Open Space format, proceeded; a brief evening session and dinner, followed by one full day. In the evening, we all sat in a circle, and everyone told a story from work about an incident that made them sad, mad, or glad. This set the tone for the session (surprisingly positive) and the story telling and reliving of memories began the grief and letting go process. The next day, Director and Managers spent considerable time setting the theme and context, then space was opened. Participants "got it" right away, topics were raised, discussion groups were held. No one wanted to talk about task issues, or "getting the job done", so the Director raised this as a topic. The session was well attended, lively and productive. We did an end of day convergence and prioritization, and yes, to the Director’s relief, doing the task did make it to the top four topics!

At our de-brief the following week, managers were ecstatic. People were behaving in unheard of ways – volunteering ideas, speaking up, taking accountability. Months later, morale is still high, goals are being successfully met, and the management team is beginning to explore how they can incorporate this new way into their daily operations.

Lessons from Open Space

Open Space events such as this one provide peak experiences for many of new ways of conversing and working. What is it that is at play here?

• Chaos is harnessed, not suppressed: Open Space Technology works best when the conditions for the creative state are met. The theme itself represents a pressing concern for participants, and so there is a real drive for improvement. A broad range of participants means that there is high degree of diversity. Information is free flowing with breakout groups that form, expand and close as they see fit, then post their results right away. People go where their passions take them, so interpersonal connections are rich. Within the circle and conversation groups there is limited rank or status differentials. Anxiety is real, but contained within the principles and rules of Open Space, and the conduct of the facilitator.
• New rules: Different rules of behaviour are introduced to the group, and different assumptions around control. The leader sets the theme, poses the question, and outlines the parameters and latitude for movement. For many leaders, the difference is radical. They do not have an answer that they are trying to get the troops to "buy into". They do not have a detailed process based on expert knowledge and the latest techniques. They have let go of a lot.
• Letting go of old rules: Letting go of control is NOT talked about, but is actively modeled by the two power figures of the sponsor and the facilitator. The sponsor/ leader must decide what outcomes can be let go of, and what cannot. Typically, some or all of the task outcomes (the what) remain as a given; much of the process or how (especially interpersonal issues) can be let go. The facilitator does not take on a visibly active or expert role, but sets the rules and the tone, gets out of the way, and then models calm acceptance throughout the day. They may not DO a lot, but they are nevertheless engaged with their full being throughout the event.
• Bridging the gap - trust: Letting go of control requires living with ambiguity and with often-tremendous anxiety. This is not a situation that many of us voluntarily seek; we are usually forced there due to necessity – no other options are working. It requires some element of trust or confidence. This can be gained from prior reputation or hearing about the methodology, from prior personal experience, or as in this case, from a trusted 3rd party.
• Bridging the gap – readiness and scope: Here is where the role of the facilitator can become critical; judging when and where a situation and group could benefit from transformative vs. translative techniques; gently helping assess the degree of openness and the appropriate "givens"; demonstrating compassion for the anxiety and uncertainty involved in a leader letting go of reliance on certain kinds of competencies
• Facilitator as role model: If a leader is to take a transformative step into the unknown, the facilitator must not just show the way and the rules of the new game (new ways of doing), but be able to speak from personal experience of transformation (new ways of being). Their own letting go of control, their own experience in living with ambiguity, their own personal experience of transformation can evoke similar possibilities in others.
• Being and doing: Ultimately, as we let go of control, we move from the realm where our expertise and competence in doing creates skillful outcomes, to the realm where our depth and openness in being, and our compassion and clarity with others, creates skillful outcomes. No amount of logical training or intellectual brilliance will help us here. This is the area of transformative practice and goes by many names, including personal healing, practice of presence or spiritual practice. (For what it’s worth, my own experience is that a steady meditation practice offers a vehicle for personal opening, a container for anxiety, and a pathway toward creative insight.)

Conclusion

And so we … become aware of the paradoxes that surround us. We can do nothing to resolve them, for they are beyond logical resolution. We have to live with the anxiety they create. We have to find a container for that anxiety, until the contents bubble over in creative resolution. And Open Space provides one such transformative technique, with the clarity and radical simplicity of new rules of (non-) doing, and (ideally) the compassion and respect modeled for the process by the facilitator. My experience with this client, and others is that it has a unique depth of transformative power both for specific interventions and as a model for how we work in an Internet enabled, information and connection rich world

A Sampling of Spaces Opened in Canada

Open Space can be used for a wide variety of applications. Diane Gibeault has kindly shared with us a sampling of the different kinds of events she has facilitated recently:

• OS used as part of a 4 day management course on the learning organization with senior executives – assistant deputy ministers of the federal government.
• A federal department’s national meeting of employees-managers of all levels on the effect of future trends on their policies and practices.
• OS as part of a national meeting of aboriginal youth on how to create space for youth leadership.
• Open Space on Innovations in work relations, with employers, all major Quebec unions and experts from universities and the consulting field.
• Federal Government National Deputy-Ministers` Forum on Electronic-government.
• OS in a team building workshop with a financial unit of a federal government department.
• Pan-Canadian OS Forum on community learning networks and learning technologies,

Getting It Right:
Connecting with the Energy and Passion of a Group

by Bruce Craig bcraig@pdesigns.com

I was recently invited to lead an Open Space with a Human Resources group that seemed straightforward but turned out to have a hidden landmine. The initial request was to "help us move our current change effort forward and engage the larger community in the process". After meeting with an internal planning group, we met with a cross-section of staff and managers (a max-mix group) to assess the current issues and get their input into the purpose of the Open Space meeting.

What came out was far from straightforward. The group was operating in three distinct "silo" groups. They had recently gone through a number of major changes and were still struggling to accept and integrate the changes that these had imposed. The initial response to the idea of implementing another change was "oh no, not again!". They were feeling highly stressed and in "overload". They wanted to focus on integrating the current changes before launching into a renewed change effort.

The next step in our pre-planning process was to meet with the entire Leadership team. The feedback from the max-mix group shifted the focus of the Open Space from implementing change to "enhancing" our current services and building the larger community. By aligning the issues and needs of the Leadership team and the staff, the Open Space was re-framed from another painful turn through the "change mill" to "Enhancing Our Capability: Delivering Total Solutions to Our Clients".

With the change of theme our registration jumped from 80 to 120 out of a total of 140 dept members. Once we got the theme right the Open Space seemed to take on a momentum all it's own.

The one-day event began with four rounds of spirited conversations. Lots of bumblees and butterflies moved around among the sessions. The energy and enthusiasm built as the breakouts got rolling. The convergence process enabled participants to narrow down the list of topics to 6 larger action areas that people wanted to move forward

Six action planning meetings were held with people selecting the area that they wanted to work on. At these sessions, they generated an initial work plan, determined team roles and set their first meeting date. The closing circle started with a quick summary form each of the six action planning groups. As the plans were stated a feeling of real accomplishment resulted. Participants commented on the fact that people were able to connect with each other and work in a truly collaborative ways across groups.

The momentum for change had started without a major struggle and with lots of support from all groups and levels. By spending more time in the planning phase, we were able to help the sponsor understand the underlying essence of Open Space - passion and responsibility. If we had stuck with our original topic "implementing change" we would have alienated staff and increased the level of resistance. By working with a cross section of the people who were to be involved in the session, we were able to find a theme that worked for the "whole" group. With the momentum and initiatives generated the Leadership team will now be able to take on larger, transformative changes using Open Space as the vehicle.

Case Study: OS accelerates a change implementation

by Jean-Pierre Beaulieu jp_beaulieu@videotron.ca

Client: The Engineering division of a large multinational Co. that operates several plants in Québec.

The goal: To accelerate the implementation of a significant organizational change, doubled by an as important change in the conduct of business with external partners. By getting a commitment by all partners to support the change and make it works.

Nature of the change: Internally, centralize the coordination of all the Engineering staff under a core Functional Management team, with the aim of insuring a better coordination of human and financial resources. Most staff remains in the plants. Externally, reduce the number of suppliers (Engineering firms and contractors) and establish a new partnership approach to create a win-win situation for all parties while insuring lower overall costs.

The event: In a one and a half-day session, 150 people participated in an OS session. External stakeholder representatives were managers and professionals from Engineering firms, owners of Construction and Equipment firms. Internal partners were managerial, professional, technical and clerical Engineering staff, customers' representatives from the plants, union representatives.

The outcome: Some 30 issues were reviewed. The participants reached consensus on 7 priorities to work on over the next 8-10 months. Workgroups were formed based on participants' interest and a series of follow-up meetings will be held throughout the year.

Overall evaluation: Participants were much surprised by the process and were very positive in their comments. They valued greatly the opportunity to influence the change. In retrospect the sponsor of the event says he should have invited all of the Engineering staff (200 people). He thinks that using such a non-directive process to deal with a top down decision and insure its successful implementation was a significant change of paradigm for all those involved.

Upcoming Events

The following events are not endorsed by OSCI but are listed here for informational purposes only.

The Ninth Annual Open Space on Open Space Conference

August 18-21, 2001, Vancouver, British Columbia, Canada
Improving our practice of Open Space Technology

For more information see http://www.openspaceworld.org/osonos.html
or contact Chris Corrigan at (604) 683-3080 or by email at corcom@interchange.ubc.ca

2002 Ottawa workshops on The Open Space Approach.

Part I - Introduction to Open Space:
French: January 23-25, 2002 - with Diane Gibeault and Jacqueline Pelletier

English: February 20-22, 2002 - with Diane Gibeault and Larry Peterson

Advanced Training Events:

Part II: Open Space and Organizational Transformation, April 17-18,2002

Part III: Open Space and Leadership, April 19-20, 2002

Will be in English with some French. They require having taken Part 1 or comparable workshops or having sponsored or facilitated a number of Open Space events. The events will be led by Harrison Owen, Larry Peterson and Diane Gibeault.

Please contact Diane Gibeault dgp@cyberus.com or Larry Peterson lpasoc@inforamp.net or check the workshop web site at www.openspaceworld.com.

Des ateliers 2002 sur le Forum ouvert qui se tiendront à Ottawa.

1ère partie - Introduction au Forum ouvert

En français : du 23 au 25 janvier 2002 - avec Diane Gibeault et Jacqueline Pelletier

En anglais : du 20 au 22 février 2002 - avec Diane Gibeault et Larry Peterson

Formation avancée :

2e partie : Le Forum ouvert et la transformation organisationnelle, les 17 et 18 avril 2002

3e partie : Le Forum ouvert et le leadership, les 19 et 20 avril 2002

Offerts en anglais avec quelques parties en français. Il faut avoir déjà suivi la première partie – Introduction - ou un atelier comparable, ou encore avoir parrainé ou animé un certain nombre de Forums ouverts. Ces ateliers seront animés par Harrison Owen, Larry Peterson et Diane Gibeault.

Joindre Diane Gibeault dgp@cyberus.com ou Larry Peterson lpasoc@inforamp.net ou consulter le site Web des ateliers à l’adresse www.openspaceworld.com.

Level One Open Space Training, June 22-24, Victoria BC

Laurel Doersam is doing a level one Open Space training on June 22-24, 2001 at Dunsmuir Lodge in Victoria. The training will consist of a one day Open Space on "Making a life while making a living" followed by 2 days of training. The one-day Open Space will be open to public participation, in order to allow the trainees to experience an Open Space prior to taking the training.

For more information contact Laurel at Laurel.Doersam@caphealth.org

Resources: Open Space Books

Harrison Owen’s Books are available from Resources Connection. Information is available via their website http://www.resourcesconnect.com/ or call 1-800-295-0957.

Expanding Our Now and Open Space Technology are available from Berrett-Koehler Publishers. Their distributor in Canada in McGraw-Hill Ryerson at 905-430-5000

Resources: Open Space Websites

Open Space Institue of Canada www.openspacecanada.org/
Our home on the web. Newsletters, articles and information about Open Space Events held in Canada.

World Wide Open Space www.openspaceworld.org/
This site is an open invitation to connect with the people and practices, insights and experiences that are showing up in worldwide open space. Site includes information on Open Space Institutes around the world.

Harrison Owen www.openspaceworld.com/
Harrison Owen, Maryland, U.S.A. Creator of Open Space Technology and experienced international consultant

Joining OSI Canada