Openspace Concept

Open Spaces give attendees the opportunity to talk about anything they’d like. A person might suggest a topic they want to learn about, or one they feel like they can help others with. The topics range widely, from highly technical, to pure culture, to board games for networking. Open space is the simplest meeting format that could possibly work .It is based on (un)common sense of what people do naturally in productive meetings.

Principles (from Wikipedia on Open_Space_Technology):

While the mechanics of Open Space provide a simple means to self-organize, it is the underlying principles that make it effective both for meetings and as a guidepost for individual and collective effectiveness.

The Law of mobility — a foot of passion and a foot of responsibility — expresses the core idea of taking responsibility for what you love. In practical terms, the law says that if you’re neither contributing nor getting value where you are, use your two feet (or available form of mobility) and go somewhere where you can. It is also a reminder to stand up for your passion.

From the law flow four principles:

  • Whoever comes is the right people
  • Whatever happens is the only thing that could have
  • Whenever it starts is the right time
  • When it’s over, it’s over

The open space rallying cry is:

prepare to be surprised

Open Space Mechanics

Since the meeting is supposed to be self-organizing, the conveners put their energy not in running the meeting but creating a setting that gets everyone’s creative energy flowing.

Opening:

  1. Show the timeline, how the event breaks down into Opening, Marketplace of ideas, Break-out sessions, Closing.
  2. Sponsor introduces the theme. Briefly. One or two minutes max. Long openings drain the energy of the meeting quickly. Get participants to work ASAP.
  3. Facilitators introduce the principles and the format. Explain how the marketplace of ideas works.

Dan Maher has a slidedeck to help explain how the open spaces work.

Marketplace of ideas:

  1. Participants write ‘issues’ on pieces of paper. Preferably with bold markers, so they are easy to read from a distance.
  2. Participants choose a timeslot for their topic on the agenda wall.
  3. One by one, participants explain their issue to the others, with the aim of drawing the right people to their break-out-session.

Break-out sessions: Once people do not come up with new issues (wait a little bit, and ask ‘are we done?’. I find the silence that often happens at the beginning and end of the marketplace the scariest. However, this silence seems to be very productive.

You may ask people to put their name on sessions they want to attend. More than one session per slot is OK… (law of mobility :) ). This gives conveners an idea of how busy their session is going to be. It gives participants an image of how the break-out session is going.

People may shuffle sessions around, or merge sessions as they are deciding where to go. Have a wiki where people can record outcomes of sessions, or provide paper forms for note-taking during sessions (recording who attended, a summary of the session and outcomes/questions for further work) that you can collect into a ‘book of proceedings’.

The facilitators’ role in this bit of the conference is to answer questions, and make sure everyone has the materials they need to run their break-out session. They do not (in principle) intervene in the sessions – the participants are supposed to self-organize.

Closing: Have everyone back in the circle. A simple and effective way to close is to have the participants pass a ‘talking stick’ around, and let them (briefly, e.g. in a sentence or a word) say what they feel about the day.

Bumblebees and butterfliesBumblebees internalize the law of mobility quickly, and constantly flit from meeting to meeting, pollinating, cross-fertilizing, and adding richness and variety.

Butterflies may never get into any meeting. They are focal points of quiet and beauty. If you watch them, every once in a while you’ll see them engage in conversation. Those conversations often are significant.

(copied from https://devopsdays.org/open-space-format/)

David Fox’s Videos

David Fox created some interesting videos which can be found here: http://davidfoxit.com/media/

Scrum Tips for Scrum Masters with Virtual Meetings (1-2-4-all, W3)

Scrum Master Tips for spreading information (1-2-4-all, W3)

Easy but effective tips for better Sprint Planning (1-2-4-all, critical uncertainties, social network webbing)

Measure you own agility using whats important to you (shift & share, ecocycle planning & panarchy)

Tips and Tricks: The Daily Scrum (1-2-4-all)

Common group chat etiquettes

  • OWN YOUR NOTIFICATIONS. Each person needs to be in charge of his/her own notifications. What information is necessary?  Filter out things that aren’t useful to you, as well as your push notifications. Your team can’t do this for you.
  • SEGMENT TOPICS INTO DIFFERENT CHANNELS. Keep your conversation topics organized into different channels so your chats are focused. Only join channels that you really need or want to see.
  • THREAD CONVERSATIONS. To help keep topics within a channel organized and easy to find, thread your conversations whenever possible.
  • TAG SPECIFIC PEOPLE. If you want someone in particular to see the conversation, tag them (usually done with the “@” symbol. i.e., “@Dave Do you need anything for tomorrow’s newsletter?”)
  • LINK TO INFORMATION. If you’re referencing information in your message, make it easy for your team and send them a link to the file/channel/website/trello card you’re talking about. Include anything that will help move the conversation forward.
  • PROVIDE CONTEXT. Be specific about what you need and give context. Since group chat can be so fast pace, some people start their sentences mid-thought. This makes sense to them at the time, but the rest of the team doesn’t have the benefit of the full thought and the information will appear random.
  • USE FULL SENTENCES. Take the time to write out full thoughts. This makes context and meaning easier to read.
  • BE TRANSPARENT. This, of course, depends on the specific team – but most remote teams value transparency over silos. So when in doubt, post publicly. Chances are you’ll get a faster answer to your question, and someone else was probably wondering the same thing.
  • ARCHIVE CHANNELS. Channels will start and stop naturally. Go through and clean them up every once in a while. Archive topics that are no longer being used. Consolidate channels that have become similar.
  • EDIT, DON’T REWRITE. If you got something wrong in a message you sent, instead of rewriting it, consider editing it instead. This helps cut down on the number of messages coming through.
  • USE EMOTICONS. Instead of asking people to respond with a message, consider using emoticons as answers instead. For example, if you are asking yes/no questions, ask people to respond with a thumbs-up or thumbs-down symbol. This reduces the number of messages being sent and makes answers visual.
  • DON’T SEND FASTER THAN YOU RECEIVE. If you’re engaged in a back and forth conversation with someone, be conscious of your typing speed. Typing too fast can be analogous to talking over someone.
  • LEARN TO TYPE FASTER. Many remote teams communicate via the written word, If you’re a slow typer, do your team a favor and learn to type faster.
  • DON’T USE CHAT TO WORK OUT CONFLICT. Inevitably in any group, there will be conflict. And working out via the written word is probably the worst way to handle it. When things start to get heated, go eface-to-eface (or face-to-face if you can).
  • CREATE A TEAM AGREEMENT. Define and revisit your group chat etiquette in a team agreement.

Praktisch op weg naar Teamresultaat

Diverse handige werkvormen zijn hier te vinden: http://www.praktischopweg.nl/werkvormen.html

  • Taakbord & Stand-up
  • Relatief schatten
  • Story Mapping
  • Swim Lane
  • Retrospective
  • Meeting Manifesto
  • Elimineren van verspillingen
  • Visgraatanalyse
  • Vaardighedenkompas
  • Teamontwikkeling
  • Persoonlijkheidsstijlen
  • Teamwork
  • Focusoefening
  • Impact Mapping
  • Prioriteitenmatrix
  • Zeesteranalyse
  • Bevlogenheidsthermometer
  • Oplossingsgericht coachen
  • Delegation Poker
  • Organisatiescan
  • Dialoogwerkblad Scrum
  • Value Stream Map
  • Dialoogwerkblad SWITCH
  • Dialoogwerkblad Zeilboot

Formula 1 Pit Stops

I use this video a lot to explain the difference between effective and efficient.

It is part of Juriaan Kamer his keynote: How to Make Your Organization as Fast and Agile as a Formula 1 Team – keynote by Jurriaan Kamer