Open Space Technology: A User's Guide by Harrison Owen

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By Harrison Owen

What when you might determine a mission-critical factor on your association, assemble the folks with anything to give a contribution and anything at stake, specialise in that factor and take decisive motion all within the comparable assembly? A myth? no longer with the appliance of Open area expertise. Open area know-how is a methodological device that allows self-organizing teams of all sizes to accommodate highly advanced concerns in a really brief time period. Authored by means of the originator of Open area expertise, Open area know-how: A User's consultant information what has to be performed ahead of, in the course of, and after an Open house occasion. it's the such a lot authoritative publication on hand on how one can plan and run a profitable Open area occasion. This third variation provides a survey of the present prestige of Open house expertise all over the world, an up-to-date part at the most modern to be had expertise for record writing (a key point of the Open house process), and an up to date checklist of resources.

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Coin toss, anyone? KEY LEARNING POINTS » The Internet has revolutionized business decision making. » Group decision support systems are one form of DSS that have been transformed by the Internet. » Reduce high failure rates of DSS implementations by: » involving users in a meaningful way; » having an open-ended change process; and » doing a decision-process audit. » Technological advances do not guarantee decision-making effectiveness. NOTES 1 Nutt, P. ’’ Academy of Management Executive 13(4).

3 Drucker, P. (1979) Management. Penguin, Harmondsworth. 4 Nutt, P. ’’ Academy of Management Executive 13(4). 5 Brake, T. (1997) The Global Leader. Irwin, Burr Ridge, IL. 06 The State of the Art The current state of the art in business decision making is multi-faceted. It begins with the development and implementation of systems that provide ubiquitous access to large volumes of accurate and up-tothe-minute information. However, such access is a necessary but insufficient condition for effective decision making.

Rational approaches to management and decision making are an essential part of the mix. However, they are a part, not the whole. The failure rates of managerial decisions and DSS implementations discussed in Chapters 1 and 4 suggest that blind adherence to rational problem-solving approaches to decision making may never get us to where we’d like to be – which is something better than a coin toss, for sure. Fortunately, winds of change are afoot, and have been for quite some time. The evidence for substantive change is everywhere, though set in stark relief against the backdrop of rationality’s continued deep entrenchment.

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