Tag: sustainability

OpenSpace Agility, On Demand Workshop, London
OpenSpace Agility™ with Daniel Mezick
Workshop: On Demand, London+, U.K.

Graphic (c) 2015 www.OpenSpaceAgility.com. . . . . All rights reserved; provided by permission of OSA.

Co-creating Transformation At Scale

Booking information below

Struggling to get buy-in? Brilliant implementation plan getting stuck in reality?

Caterfly is excited to be teaming up with Daniel Mezick, whose OpenSpace Agility™ method is the foundation of Caterfly’s model for introducing organisational change. Daniel has developed a new approach to creating an adaptive and customisable, collaborative culture shift at scale; for example introducing Agile, Lean, Kanban, Scrum or new ways of working, becoming more ‘responsive’, ‘teal’ or self-organising, implementing sustainability programs and more.

Daniel is a well-known Agile coach, culture hacker, speaker, author of The Culture Game, and co-author of The OpenSpace Agility Handbook.

In this workshop you learn
- How you can create a culture of enthusiasm, agility and effectiveness in your organisation
- How you can prevent resistance to change
- Why on average 70% of change programs ultimately fail
- What actually works, and how you can transform your workplace with proven tools that get the job done
- How to save money by reducing coach / coaching days to get solid results and continuous improvement.
- Why the power of invitation, co-creation and self-organisation avoids cultural inertia and change fatigue
- How to harness latent ingenuity and collective-intelligence
- How to invite the whole organisation to collaborative action using Open Space Technology
- How to integrate and consolidate what’s already working well
Each student receives
- A proven and repeatable method for rescuing faltering change initiatives
- A very rich learning experience with colleagues from diverse backgrounds working in a highly interactive self-organising peer-learning environment
- The OpenSpace Agility™ certificate of completion
- Listing in the OpenSpace Agility-certified consultants list, on the OSA web site.
- Membership of the private online group of certificate holders, for continued peer-development
- A free copy of Daniel’s OpenSpace Agility Handbook
Who Should Attend

Leaders, managers, facilitators, consultants, coaches and anyone involved in process and culture change in organisations. Although the process has so far been used most for the adoption of Agile working, it is a tool for a broad and diverse range of contexts. Professionals familiar with Open Space Technology and tools for self-organisation will be interested to learn of new applications in the workplace.

Full details of workshop content. Further reading and booking, see below.

How OpenSpace Agility™ works

In these times of rapid change and complexity, the triple-win of organisational culture is engagement, agility and effectiveness. Our framework will help you get there, together: a radically different approach to leading change, which is confoundingly simple and practical. The whole team or organisation is invited to co-creative change together, in a way that is more effective, manageable and genuinely long lasting, while reducing stress and change fatigue.

In place of change initiatives that rely on a disenfranchising mandate from above and a rigid, pre-planned roll-out, OpenSpace Agility™ approach integrates the power of invitation, leadership storytelling, iteration, self-organisation and game mechanics to achieve rapid, lasting and effective change across an organisation.

There is growing awareness that the reason many change programmes fail or do not work as expected is not because of the often quoted poor communications and people’s ‘resistance to change’, but because the people affected by the change are not asked, never mind invited to contribute to the change. Culture shifts and new ways of working cannot simply be imposed. What is needed is to invite all affected to co-create and customise change together, in a manageable and iterative way.

OpenSpace Agility works for one simple reason: it generates extremely high levels of engagement across your organisation. This engagement is essential to the success of your program, and no other method does this better than OpenSpace Agility.
Daniel Mezick

But how do you do that at scale? Surely this involves thousands of conversations and story rewriting across the organisation or department? Surely it’s an impossible and expensive task to get all the networks and collaborations connected without hampering the main operation of the organisation? Yet there is a way, using the principle of self-organisation in large scale gatherings, which not only achieves all these necessary cross-connections, but also produces positive synchronicity and serendipity, efficiently and with results that are staff-led.

OpenSpace Agility is a clearly structured, repeatable framework for introducing, reinvigorating and consolidating agility, lean and other collaborative forms of working in organisations. Daniel Mezick has created this framework incorporating ‘Open Space‘ events to invite all affected to drive collaborative transformation based on staff expertise:

a more human, engaging and participatory approach to leading change.

About the Main Instructor:

DANIEL MEZICK: OSA CERTIFIED TRAINER

DANIEL MEZICK is an author, executive and Agile coach, and keynote speaker. He is the formulator of OpenSpace Agility.

He is the author of THE CULTURE GAME, a book describing sixteen patterns of group behavior that help make any team smarter. The book is based on five years of experience coaching 119 Agile teams across 25 different organizations.

Daniel’s client list includes CapitalOne, INTUIT, THE HARTFORD, CIGNA, SIEMENS Healthcare, Harvard University, and many smaller enterprises. Daniel is based in Guilford, Connecticut, USA. Learn more and contact Daniel at www.DanielMezick.com.

Supported by UK facilitators Martin Grimshaw and Francois Knuchel – See the About US page.

Find out more

Full details of workshop content – This is an experiential workshop which is structured to demonstrate the principles of the approach it teaches, including using some Open Space Technology for participant-led learning and practice, adapted to your needs.

The OpenSpace Agility process At a Glance.

Caterfly Article: Invite staff to co-create change / OpenSpace Agility Handbook review

Caterfly Article: Why Coercion Doesn’t Work

Caterfly Article: The Problem With Change Management

Caterfly Article: What is Open Space?

Daniel Mezick’s website, blog and further details

OpenSpace Agility testimonials

Prices and booking
- Standard: £790
- Early Bird until 15 August 16: £590
- Individuals / not-for-profit: £690
  Note: VAT is not applicable
Fees include all course materials and the book. They also include coffee breaks and lunch on both days, but does not include transportation, accommodation or dinner.

No charges for bank transfer payments upon invoice
Invoice sent by email following booking, with charges removed. Reservation held for 1 week, booking completed upon payment by bank transfer (or cheque).

Payment by card now
We regret that payment processing charges will be added.

In the unlikely event of any cancellation or if you need to cancel, full refunds will be made immediately until 2 weeks before, after which if you need to cancel then we will refund 50%.

This event is brought to you by Caterfly, a collaboration between Thriving Planet CIC and Transcultural Synergy Ltd

If you have (or can gather) a group of at least ten people who would like to take this course in London, or anywhere in the U.K., either in-house or as a public event, then please contact us to explore further.

Team: Daniel Mezick, head instructor, founder of OpenSpace Agility and Prime/OS,

with Martin Grimshaw and Francois Knuchel, hosting team.

Contact: events@caterfly.co.uk or call 020 7117 8648

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March 11, 2016
Shifting Organisations – What’s the Problem? 14 July London

Open Space Event, Thurs 14 July ’16, London

Caterfly presents: a 1 day event exploring the need for transforming the way we work together, the move toward more collaborative, responsive workplaces, for businesses that place the customer at the centre, with respect for people and planet, the reality, complexity and barriers to change, and ways to move forward.

#OrgShift

Share. Learn. Connect: Building alliances for collective impact

http://events.caterfly.co.uk

Just as the combined efforts of the powers-that-be in the 16th and 17th Centuries were unable to halt the progress of Copernicus’ Revolution in astronomy, so also today’s big hierarchical bureaucracies, though seemingly all-powerful, will ultimately succumb to the power of a better idea for running organizations—better for customers, better for employees, better for managers, better for society, and better for the organizations and their investors.

Steve Denning, Forbes: The Copernican Revolution In Management

What is Open Space?

January 14, 2016
21 July, London: Shift – Why aren’t organisations shifting?

Caterfly presents: a 1 day participant-led ‘Open Space’ event exploring the need for transforming the way we work together, the move toward more collaborative, responsive workplaces, for businesses that place the customer at the centre, with respect for people and planet, the reality, complexity and barriers to change, and ways to move forward.

Share. Learn. Connect: Building alliances for collective impact

Full details: http://events.caterfly.co.uk

#OrgShift

Just as the combined efforts of the powers-that-be in the 16th and 17th Centuries were unable to halt the progress of Copernicus’ Revolution in astronomy, so also today’s big hierarchical bureaucracies, though seemingly all-powerful, will ultimately succumb to the power of a better idea for running organizations—better for customers, better for employees, better for managers, better for society, and better for the organizations and their investors.

Steve Denning, Forbes: The Copernican Revolution In Management

May 5, 2015
Open Smart Transformation (OST) model
OPEN SMART TRANSFORMATION (OST) MODEL
Version 1.0

Copyright (C) Martin Grimshaw, Francois Knuchel & Daniel Mezick (author of Prime/OS™) 2014-15

Shared under a ‘Free Culture’ ‘Attribution-Share Alike’ Creative Commons Licence CC BY-SA 4.0 :

You may use this work as you like, including creating derivatives and commercial use, but you MUST provide proper attribution and share your work on the same basis, using the same licensing. This is our gift to the ‘intellectual commons’, and this license ensures that it remains open for all to benefit from, always.
Full details at http://caterfly.co.uk/what-we-do/intellectual-commons/

Note:
Open Smart Transformation (OST), a Caterfly brand, is a derivative of Prime/OS™ as described in http://www.prime-os.com, which also makes significant use of Open Space Technology (http://www.openspaceworld.org). OST has been developed by Francois Knuchel and Martin Grimshaw based on Daniel Mezick’s original work and Prime/OS™.

This work is based on Prime/OS™, published as an Open Source, Free Cultural Work via the CC-BY-SA license from Creative Commons. Prime/OS is also referred to as OSA when used in Agile Adoptions.
Download the Prime/OS™ Definition Here:
http://www.prime-os.com/download-prime/

OST is a process implementation methodology that introduces transformation gently into a client organisation. OST implements a ‘passage‐rite’ structure that is framed by two organisation‐wide Open Space events. OST comprises and leverages the following core elements:
- The Open Space meeting format [Open Space Technology, developed by Harrison Owen]
- Game Mechanics (goals, rules, progress mapping, opt-in presence)
- Invitation (including framing right questions)
- Leadership Storytelling (and behaviour)
- Principles of engagement, participative facilitation and respect
- Cultural Anthropology (Passage Rites, “Master of Ceremonies”)
OST applies these various elements across a timeline spanning several months. OST implements a passage-rite-like transformation, which has a clear beginning, middle and end. It is important to note and understand that OST is an organisation‐level transformation process rather than an individual-level one. The organisation is best viewed as a single entity (a single social system, rather than a collection of individuals) when implementing OST.

By ‘SMART’ we mean Smarter ways of working. These can be state-of-the-art systems, methods or organisational mind-sets which aim to enable a business or organisation to be more efficient, more responsive, leaner, more agile, more conscientious or more sustainable. We use the term Smarter Working as shorthand for a variety of more human, healthier, more responsible, whole system, self-organisation or self-management approaches to working together, including but not limited to: Agile, Lean, Responsive, Conscious Business, Sociocracy, Kaizen, Environmental or Sustainability Management Systems (EMS or SMS), Holacracy, Management 3.0 and more.

The big picture of OST consists of 3 distinct “Phases”:

Phase 1: Introduction and Implementation. The start and successful completion of the (first chapter of the) adoption process bound by time and two distinct beginning/ending Open Space iterations

Phase 2: Development and Consolidation. Consolidating adoption through follow-up Open Space iterations, and/or Chapters 2, 3 … of adoption process following same Open Space events as in Phase 1 (where implementation is staged into more than one chapter)

Phase 3: Competence and Continuous Learning. Successful completion of Phase 2, as evidenced by several “Chapters” spanning at least two chapters. Shift to learning organisation mode

OST in more DETAIL: Core Elements

1. OST Phase 1: Introduction and Implementation. Experiencing engagement via opt‐in participation and Open Space. This is the first level, the level of “introduction” to the basic SMART concepts being implemented, and facilities of the OST method: openness, invitation and opt‐in participation.
- Opening Consulting with Leadership by Coach/Consultant, including planning for Open Space iterations
- Invitation as the primary opt‐in mechanism
- Open Space 1 (initial Open Space iteration, which marks the start of the transformation process, incorporating game mechanics: goals, rules, progress scoring and opt-in)
  - 2-3-day Open Space (minimum 1 day) – opening Open Space iteration
  - Minimum of 90 days of experiments and playing with practices (Beta-Lab cocoon mode), between the scheduled Open Space iterations
  - Output is learning and some deliveries
  - Leadership Signalling with Storytelling (and other highly symbolic behaviours, respect)
- Open Space 2 (second Open Space meeting, which terminates “Chapter 1” of the process adoption and opens “Chapter 2” of the organisational “story” of adoption) – closing Open Space iteration
- FOLLOW UP. Closing consulting with leadership
  - Processing of Proceedings
  - Respectful Leadership Signalling with Storytelling (and other highly symbolic behaviours)
  - Coaching consultant delivers specific coaching on what to (possibly) consider next
  - Depending on circumstances, coaching consultant vacates the organisation and does not communicate with it for at least 1 month, to trigger self‐sustaining independence self-organising behaviours on the part of the organisation
- Open Space 3 if needed (all the steps above repeated)
2. OST Phase 2: Development and Consolidation. Minimum 1 year: recurring Open Space iterations about 6 months apart. This is the stage of “consolidation towards competence”.
- Evidence must be present first that the organisation has processed and completed Phase 1.
  - Several “Chapters” of learning, bound by two Open Space iterationss, may be needed for some organizations to reach this stage. Where the adoption program has been staged into more than one chapter, the subsequent chapter(s) would be introduced and implemented in the same manner as Phase 1, with two beginning/ending Open Space events
- Repeat OST’s Open Space iterationss approximately every six months until a true learning organisation culture has been reached, with “all openness, all the time.”
- Gradual introduction of Kaizen practices
3. OST Phase 3: Competence and Continuous Improvement – Kaizen & Innovation. No more scheduled Open Space iterations, due to a maturing of the organisation’s ability to sense, learn and respond, so Open Space on an as needed basis. Integration of Kaizen and Innovation practices for ongoing self-organised learning
- Evidence must be present first, that the organisation has reached Phase 2, such as:
  - The scheduled Open Space iterations become less interesting, because the organisation now has an open culture that “is” open space in spirit and content
  - The organisation can consistently demonstrate a “safe-space” open culture.
    
    Substantial changes to HR policies with intent to support an OST Phase 3 culture of responsiveness and participatory improvements
    
    Establishment of norms for dealing with the ongoing conflict that is a natural consequence of independent thinkers working together in a volatile, high-change business environment
- Pan-organisational program of Kaizen (continuous improvement) and Innovation practices to ensure the organisation is performing at peak, without stagnating, will full participation of all its people
- Further follow-up Open Space and other events in the following years as required to guarantee continued self-organised learning. Major issues arising from new working practices, including the Kaizen and Innovation programs, can then be reviewed
December 17, 2014
Smarter working

Smarter Working

Caterfly uses Open Smart Transformation to help organisations implement smarter ways of working.

What do we mean by Smart?

While we don’t claim any originality to our use of the term, we have coined the term Smarter Working in this context to help us define the kind of systems, tools and processes that we work with, or which align with them. Smarter systems of working are modern approaches to work which might emphasise participation, collaboration, integrity, sustainability, self-organising or self-managing teams, and a wiser, 21st Century approach to leadership and hierarchy. Smarter systems of working do not conflict with the needs of society and planet. They are in alignment with life, rather than exploiting it. They promote personal, organisational and planetary wellbeing, with ethics at their centre.

Smarter Working includes, but is not limited to: Responsive, Lean, Agile, participatory Environmental or Sustainability Management Systems (EMS or SMS), Sociocracy, Management 3.0, Conscious Business, Holacracy, Kaizen, and so on.

Smarter Working means re-imagining what it means to be at work, as if were something we wanted to do, that was genuinely useful, to be enjoyed, a source of pride and contentment, and a place for learning and growth. Smarter Working means re-imagining working relationships and working together with common purpose in a way that is more enjoyable, healthier and happier, while taking a sustainability-first or even restorative attitude to our relationship to Earth.

Smarter Working is work as it should be.

December 10, 2014
What is Kaizen?

What is Kaizen?

Kaizen is a philosophy that has transcended its development in Japanese car manufacturing management, where it was a critical component of the country’s post war economic transformation. Today, Kaizen is used across the world by life coaches, fitness and martial arts teachers, schools, healthcare and across all industries. Kaizen is at the heart of the Toyota Way, from which the Lean Management evolved, and is a fundamental component to Caterfly’s model for embedding long term improvement.

‘Kai’-‘zen’ means ‘good change’, or change for the better, done by everybody, everyday, everywhere.

Kaizen is a mind-set permeating throughout an organisation, which fosters a continuous search by all employees at all levels and departments to find small improvements in the workplace, the products, services or processes. This kaizen mind-set creates an organisational platform or culture which is fed by one question asked by everyone at least once a day: ‘What is one small step you can do to improve the product or process you work on?’

“Kaizen is a customer-driven strategy for improvcement… In Kaizen, it is assumed that all activities should eventually lead to increased customer satisfaction.” Masaaki Imai

Kaizen is about improving products or services, but it is also about constantly improving processes such as operations, standards, office workflow, production, efficiency or sustainability, or indeed anything that may speed up, embellish, eliminate waste, simplify, reduce a step, remove toxins or fool-proof a process. Kaizen is particularly useful in reducing human mistakes in routine work, by considering small steps that would prevent human errors recurring. By continuously focussing on small improvements the whole workforce is a state of continuous innovation and change – this in turns makes the organisation nimbler, and more responsive and adaptable to change.

In Kaizen there may be no immediate results. But like compound interest, invisible to begin with, the benefits are enormous in the long run.

Kaizen applied across the company creates a culture, a “kaizen culture”, of participation and development. Kaizen helps improve the services or products of an organisation, but it has an even greater impact on strengthening the personal development of everyone. Kaizen is a form of personal development that is directly relevant to, as well as emanates from the work being done. Kaizen enables experimentation, and requires leaders to listen to those doing the work with positive reinforcement. Kaizen not only allows innovation to flourish, it also motivates and engages the whole workforce.

Kaizen is a platform for change, innovation and engagement across an organisation.

You may also like our longer article: Kaizen – Rejuvenating your Organisation

December 9, 2014