How is it possible to transfer the dynamic potential and the motivating atmosphere of informal meetings (e.g. at coffee breaks) into the regular processes of work? Harrison Owen, an independent organization consultant, was asking himself that question after having organized several conferences. Therefore he started to develop the ‘open space technology’ (OST) for groups. This essay is going to thoroughly explain the method’s idea and the way it works.
OST, mostly organized as a workshop or conference, makes it possible to solve ill-defined tasks through letting different people work together. Moreover, its advantages are various and its fields to use are vast. The essay will also provide some evaluation about the cases in which it can be used and a short conclusion can be found. Appendix 3 tries to give an overview of the contents as well.
Table of Contents
1. Introduction
2. The Origin and Concept of Open Space Technology
3. The Process and Principles of Open Space
4. Success Factors and Organizational Impact
5. Conclusion
Objectives and Topics
This essay explores the efficacy of "Open Space Technology" (OST) as a dynamic management method designed to harness the collective creative potential of groups, particularly in complex or ill-defined business environments. It aims to analyze how this unstructured approach facilitates high-quality outcomes by leveraging participant diversity and intrinsic motivation.
- The theoretical underpinnings and origin of Open Space Technology.
- The core principles and procedural mechanisms (e.g., the "marketplace of ideas").
- The role of participant autonomy and responsibility in driving innovation.
- The impact of OST on organizational culture and employee engagement.
- Practical application and effectiveness in diverse professional contexts.
Excerpt from the Book
‘Open space at AT&T
An AT&T design team found themselves in an awkward position. Their design for a $200,000,000 project - the AT&T Olympic Pavilion - which had taken them ten months to complete, had to be scrapped and redone. Unfortunately only a fraction of that time remained before the due date.
In two days, flat, operating in open space, the design team went from a blank sheet of paper to working architectural drawings that they all agreed were better aesthetically than their predecessor. In addition, they were further along with actual implementation of the new design, for they were placing orders for materials even as they were doing the design. And last but not least, the team was still talking to each other - useful inasmuch as they still had to build the pavilion. This was quality created through total participation, and most remarkable: nobody was in charge, nobody gave detailed instruction on how to proceed.’
Summary of Chapters
1. Introduction: This chapter introduces the observation that informal coffee breaks often yield more creative insights than formal meetings and presents the development of OST by Harrison Owen as a response to this potential.
2. The Origin and Concept of Open Space Technology: This section explains how the method functions as a workshop format to solve complex tasks by gathering heterogeneous groups without a pre-set agenda.
3. The Process and Principles of Open Space: This chapter details the five fundamental principles of OST, including the "law of two feet," and describes the practical mechanisms like the marketplace of ideas and group reporting.
4. Success Factors and Organizational Impact: This section discusses why OST is effective, highlighting the shift toward employee empowerment, increased responsibility, and the liberation of collective energy.
5. Conclusion: The final chapter summarizes the advantages of the technology, emphasizing that OST represents a fundamental shift in thinking and operating methods rather than just a simple conference technique.
Keywords
Open Space Technology, Harrison Owen, Creativity, Management, Empowerment, Workshop, Innovation, Marketplace of Ideas, Law of Two Feet, Organizational Change, Collaboration, Group Dynamics, Problem Solving, Employee Engagement, Collective Intelligence.
Frequently Asked Questions
What is the core focus of this document?
The document investigates the "Open Space Technology" (OST) method, analyzing how it functions as an effective tool for managing change and driving creativity in business environments.
What are the primary themes discussed?
Key themes include group dynamics, the importance of participant autonomy, the power of unstructured agendas, and the link between employee empowerment and high-quality organizational results.
What is the main objective of the author?
The author aims to explain the mechanics of OST, evaluate its effectiveness, and demonstrate how it enables organizations to solve complex, ill-defined problems.
Which scientific approach is utilized?
The essay adopts a qualitative, analytical approach, synthesizing existing organizational theories and management literature with practical examples of OST implementation.
What topics are covered in the main section?
The main sections cover the background of Harrison Owen's development of OST, the step-by-step mechanisms of the meetings, the guiding principles, and the resulting organizational benefits.
Which keywords characterize this work?
The work is defined by terms such as Open Space Technology, Empowerment, Creative Potential, Organizational Change, and Collective Energy.
Why does the author argue that OST is considered a "fundamental change"?
The author argues it is a change because it moves away from top-down management towards "guidance from the bottom," forcing participants to shift their mindset from passive attendees to active, responsible contributors.
How does the "Law of Two Feet" contribute to the success of an Open Space meeting?
This principle ensures that participants only remain in discussions where they are truly contributing or learning, which naturally filters the group energy toward the most productive and relevant topics.
Why is the "Marketplace of Ideas" essential to the methodology?
It allows for a democratic and transparent initiation of topics, ensuring that the issues being discussed are those that participants are genuinely passionate and knowledgeable about.
- Quote paper
- Michael A. Braun (Author), 2002, The Open Space Method as an Effective Way to Lead to High Quality Results in Changing Business Contexts, Munich, GRIN Verlag, https://www.grin.com/document/43159
