Effective Firm Retreats: Using Open Space Technology
0By Rena M. Klein, FAIA
0Firm retreats can leverage the creativity of staff and increase organizational self-knowledge. Outcomes of effective retreats include development of strategic initiatives, activation of process improvement, and enhancement of morale. Effective retreats engage participants and encourage shared leadership. Using an innovative method known as Open Space Technology can guarantee retreat success.
Developed by consultant Harrison Owen in 1985, Open Space Technology (OST) is a non-proprietary method in use by organizations of every type and size throughout the world. Owen is a renowned educator and author of many books including The Practice of Peace (Human Systems Dynamics Institute, 2005). OST is known worldwide as an effective group process for identifying critical issues, sharing knowledge, voicing concerns, and working collaboratively to find solutions.
0For architectural firms, staff input is critical to organizational assessment, vision alignment, strategic planning, and process improvement. A retreat using OST will give firm leaders access to the intelligence, experience, and enthusiasm of their staff. Because shared leadership and collaboration are required, an OST retreat builds strong connections between principals, administrators, and professional staff. OST is most effective when used by firms of 15 to 50 members, but can also work well for very large groups.
0Whatever the size of the group, Open Space Technology facilitates a sense of empowered involvement with the subject at hand. As explained by Vancouver, BC, consultant, Chris Corrigan, “The goal of an Open Space Technology meeting is to create time and space for people to engage deeply and creatively around issues of concern to them. The agenda is set by people with the power and desire to see it through, and typically, Open Space meetings result in transformative experiences for the individuals and groups involved.”
Uses of Open Space Technology
0OST meetings allow an organization to know itself more fully, producing strategic decisions that are more likely to achieve desired goals. This is especially true when the organizational understanding is widespread. While it is common for organizational change to be met with apathy or active resistance, this does not happen when change is initiated as the result of an OST meeting. This is because everyone understands the intent of the change initiative and has contributed to its formation. “Open Space Technology is useful in almost any context including strategic direction setting, envisioning the future, conflict resolution, morale building, consultation with stakeholders, community planning, collaboration and deep learning about issues and perspectives.” – Chris Corrigan
0§ Organizational Assessment: OST meetings are extremely useful as a component of organizational assessment. This is because underlying dynamics are brought to the surface and hidden aspects of firm culture are revealed.
0CASE STUDY: During a firm retreat at CD Architects, it came out that staff members felt competitive toward one another. They talked about feeling pressure to perform and to always look busy, which somehow transferred into a need to appear better than the person sitting next to them. This revelation shocked the Principal who prided himself in creating what he thought was a friendly, collaborative atmosphere at the firm. It gave the Principal the opportunity to say that he believed that excellent performance was best achieved through collaboration not competition. He also had the opportunity to consider what messages he was giving that made his staff think otherwise. Just the awareness that the issue existed, plus the chance for honest communication about it, was enough to initiate change.
0§ Knowledge Sharing and Strategic Planning: Open Space is also an effective method of enabling shared learning and strategic planning within a community of practice.
0CASE STUDY: AIA Seattle has used Open Space Technology at its annual Board of Directors retreats. This method allows all participants to tackle the issues and opportunities of the organization in a highly democratic and transparent manner. The in-coming and out-going Directors, along with AIA Seattle staff, discuss the topics that are the most interesting and important to them. The outcome has been an annual strategic plan with innovative ideas and priorities set in each of the four mission areas, as well as a sense of familiarity and engagement by all involved.
0Open Space Technology can also be used in design processes and for charettes. In his book, Open Space Technology: A User’s Guide (Barrett Koehler, 1997), Harrison Owen recounts how the planned location of ATT Pavilion at the 1996 Olympic Park in Atlanta was changed after the design and construction drawings were complete. Open Space Technology was used to bring all the stakeholders and design professionals together in a process that enabled the building to be redesigned in record time.
0As explained by Harrison Owen, “Open Space Technology is effective in situations where a diverse group of people must deal with complex and potentially conflicting material in innovative and productive ways. It is particularly powerful when nobody knows the answer and the ongoing participation of a number of people is required to deal with the questions. Conversely, Open Space Technology will not work in any situation where the answer is already known, where someone at a high level thinks he or she knows the answer…”
0Open Space Technology: A User’s Guide (Barrett Koehler, 1997)
Open Space Technology Method
0The first step in planning an OST meeting is to determine and articulate a theme for the meeting or retreat. Usually this is done by the firm leaders, sometimes with the help of a consultant. Often it is wise to craft an open-ended calling question such as, “What are the issues and opportunities involved in achieving excellence in design and project delivery?” or “How can we better satisfy our clients and make this the best possible place to work?” A targeted issue can also be used effectively as a meeting theme. An example of a pragmatic retreat topic might be, “How can we improve quality control and quality assurance in our project delivery?”
0Although OST methods are non-proprietary and easily learned, it is often advisable to retain a skilled OST facilitator to run the meeting or retreat. This will free firm leaders to participate fully without having to pay attention to anything other than the conversations in which they are engaged. In addition, a skilled OST facilitator can determine an appropriate length for the retreat; can usually recommend suitable venues; can help organize the retreat schedule and can teach the OST method to participants.
0In architectural firms, retreats conducted using OST require a special role for firm leadership. Firm leaders must empower their staff to be honest and straightforward in the agenda formation and the small group dialogues. They must reassure those in their employ that there will be no negative consequences for things said or opinions held, and they must mean it. Morale and enthusiasm can be seriously damaged if the trust so requested is betrayed. For an OST retreat to be successful, firm leaders must be open to the perceptions of others, care about their feelings, and be willing to empower them to act on the ideas they generate. OST retreats can do more harm than good without sincere openness on the part of firm leadership.
0With a theme determined in advance, participants create an agenda for the meeting during the first hour of the get-together. Any participant is empowered to suggest a topic for the agenda and to convene a small group meeting on that topic. Through simple organizational tools, a schedule of these meetings, including topic and location, will be generated and displayed. Although a theme may be very broad, this process guarantees that all aspects of the topic that are important to those present will be discussed.
0Small group conversations on the agenda topics take place in 45 - 60 minute sessions that are held in designated places and during distinct time slots. Each participant’s time is their own to schedule, meaning that each person decides what conversation to attend, when to take a break, or when to talk to another person in a spontaneous interaction. Participants are also free to move from conversation to conversation (“Law of Two Feet”), insuring that they will always be involved in dialogue that is meaningful and interesting to them. Those moving from group to group provide the cross-pollination of ideas critical to creative outcomes.
0During an OST meeting, participants will be introduced to four principles:
1. Whoever comes is the right people: Reinforces that those present and interested in the conversation have the wisdom to achieve meaningful dialogue and collective solutions
2. Whatever happens is the only thing that could have: Keeps attention on making the best possible effort in the present circumstances, instead of speculating on “what-ifs”
3. Whenever it starts is the right time: Reminds people that creativity doesn’t work on a schedule
4. When it is over, it is over: Encourages people to continue their discussion as long as it is meaningful to those involved; a session might not fill the entire time allotted, or a session may need to run longer than the time allotted
0At the concluding circle, each participant is invited to make remarks about their experience of the retreat. Because everyone has had the opportunity to spend the time in dialogue about ideas that are important to them, themes will begin to emerge and related issues will start to converge. These concluding remarks are often insightful, creative, energetic, and sometimes articulate specific action plans.
Outcomes of Effective Retreats
0Typically, results from an Open Space retreats fall into two categories. The first kinds of outcome are action items that can be accomplished immediately. These actions arise from the many good and practical ideas that are always generated when people converse about topics they really care about. An example of this might be a small change to a work process to make it more efficient or a decision to implement a carpooling program. Because the process of OST identifies those who have passion for these kinds of ideas, it is simple to find the right person to facilitate their implementation.
0The second kinds of results are ideas, insights, and creative imaginings that require more thought or research before action can be taken. These outcomes sometime will cause a task-force of interested persons to be formed. Firm leaders will certainly be involved in these work groups if ideas surface that suggest a reconsideration of basic procedures or existing structures.
0Another common outcome of an OST retreat is a significant increase in familiarity, enthusiasm, and commitment among participants. In architectural firms, where the staff is the greatest asset, these outcomes translate into improved productivity and collaborative processes. Sometimes, issues that involve the deeply embedded culture of an organization will unexpectedly surface, causing widespread surprise and insight among participants.
0Open Space Technology is a tool that allows firm leaders to do more with less when planning and executing a firm retreat. Facilitation and planning costs are low in both time and money because OST is based on the principles of self-organizing by the participants. Because it engages both the enthusiasm and initiative of the participants, OST always yields positive results.
Internet Resources
02008 World Open Space on Open Space learning conference
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0Rena M. Klein, FAIA, principal of R.M. Klein Consulting, in Seattle, Washington, is a member of the Soloso Editorial Content Review Board and serves as the Subject Matter Expert for Practice.
0Keywords: Practice, Practice management, Strategic planning, Firm retreats, Meeting methodology, Facilitation, Open Space Technology, Article
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The American Institute of Architects
Published:
2008
Posted Date:
07/18/2008
Last Viewed:
10/10/2008
