An Open Space company
Open Space Technology works on passion bounded by responsibility. It’s about people finding what they want to do and assembling the resources around them to make that happen. It’s about support those people and their ideas with resources and openness. It really works, not just for meetings, but for organizational structures as well. It’s about redefining measurements of success and letting go of control.
Now a new book has come out about the practice of very Open Space-like principles at the Brazillian holding company Semco:
It’s our insistence that workers seek personal challenges and satisfaction before trying to meet the company’s goals.
It’s our commitment to encouraging employees to ramble through their day or week so that they will meander into new ideas and new business opportunities.
It’s our philosophy of embracing democracy and open communication, and inciting questions and dissent in the workplace.
On-the-job democracy isn’t just a lofty concept but a better, more profitable way to do things. We all demand democracy in every other aspect of our lives and culture. People are considered adults in their private lives, at the bank, at their children’s schools, with family and among friends–so why are they suddenly treated like adolescents at work? Why can’t workers be involved in choosing their own leaders? Why shouldn’t they manage themselves? Why can’t they speak up–challenge, question, share information openly?
What is it about this kind of model that makes people eschew it?
Thanks to Jeremy for the link.
