Open Space is a large-group process that
helps participants focus energy on issues or opportunities of
interest, and collectively design appropriate courses of action.
Although it works with as few as 8 participants, Open Space is
considered a large-group intervention because it works equally
well with hundreds of participants. The term "technology"
can be misleading, because the process is anything but technical
or linear. According to Harrison Owen, the originator, the "technology"
term was added by the sponsors of a large event early on, and
the name Open Space Technology has stuck ever since. Practitioners
usually refer to the process simply as Open Space.
Open Space is a highly
participative planning method in which participants self organize
around an agenda they create and manage. Participants generate
issues and topics, which become basis for discussion groups around
which participants self-select. Finally, action planning groups
convene around the final grouping of issues. The process is particularly
effective at uniting diverse groups around a complex and contentious
issue that requires immediate attention.
The process begins with a theme, usually in the form of a question
for the group to address, but no particular outcome or solution
is assumed in advance. In fact, there is no agenda at the start
of the Open Space event. Participants create their own agenda
by choosing topics, related to the focus question, about which
they feel some passion and responsibility. Passion and responsibility
are the key fundamentals of Open Space. Without passion, no one
feels motivated. Without responsibility, nothing gets done. For
these reasons, and in keeping with self-management principles,
participation in an Open Space event should always be voluntary.
Open Space events have
been conducted in as few as four hours, but typically last one
or two days. Group size is limited only by the physical space
available, and have been conducted with over a thousand participants
meeting face to face. The event requires a main room that is
large enough to allow the participants to form a circle, or concentric
circles in larger groups, without crowding.
During an Open Space
event, participants form a circle and identify topics of interest
related to the focus question. Participants are invited to come
to the center of the circle, write down their topic on a note
card, announce it to the group and post it on a schedule of discussion
groups. No one can complain about a particular issue not getting
discussed because everyone has equal opportunity to submit topics.
If a topic is not raised, then no one felt enough passion about
it to take responsibility for hosting a discussion group.
The one law
During an Open Space
event the Law of Mobility prevails. Participants are responsible
for their own learning, and this law requires them to move to
a different discussion group any time they are in a situation
where they are neither learning or contributing. Rather than
remain in a situation where their time is being wasted, participants
are encouraged to get up and move to a group that meets their
needs. All too often, we sit politely in situations that aren't
working for us, getting either bored or irritated. Better to
get up and find a situation that works. This partially explains
why so much dialogue and learning occurs during coffee breaks
at typical conferences.
The four principles
The philosophy of Open Space is embedded in four principles that
1. Whoever comes
is the right people
In Open Space, the group size or stature of members doesn't matter
nearly as much as having people who want to be there and engage
in discussions about the theme. As a self-managed voluntary event,
Open Space reduces the chances that negative disengaged people
will attend and diminish the group's energy.
2. Whatever happens
is the only thing that could have
The outcome of an Open Space event is never pre-determined and
often people are surprised by the results. Real learning happens
when we suspend judgment and open ourselves to new ideas. Sponsors
of the event must willing to trust the group's wisdom and to
accept the uncertainty that accompanies Open Space.
3. Whenever it
starts is the right time
Creativity and group energy is not governed by the clock. Groups
get down to work at their own unique pace that may not correspond
to the expectations of others. As a result, discussion group
schedules are fluid and there is no pressure on people to "get
down to work."
4. When it's over,
Just because a meeting was scheduled for two hours doesn't necessarily
mean a group needs that long. They should conclude when they
feel finished with their work, which could happen in one hour.
People often tend to stay in meetings until the appointed ending
time, even if the work is already complete. By the same token,
if a group is deep into productive work, the meeting should not
stop because of an externally imposed time limit.
While the outcomes
can never be predicted, there are results that are guaranteed
to happen when people assemble in an Open Space event.
1. The issues that are most important to
people will get discussed.
2. The issues raised will be addressed by the participants best
capable of getting something done about them.
3. All of the most important ideas, recommendations, discussions,
and next steps will be documented in a report.
4. When sufficient time is allowed, the report contents will
be prioritized by the group.
5. Participants will feel engaged and energized by the process.
How it can
Open Space is best
suited to situations where a diverse group of people must grapple
with complex and potentially conflicting issues in a productive
and innovative way. It is a powerful process to use when nobody
knows the answer and the ongoing participation of the participants
Conversely, Open Space should not be used whenever the solution
or course of action has already been determined, such as when
a sponsoring person or group, has a clear outcome in mind that
the group must achieve.
The following are a few examples of situations
in which Open Space has been effectively utilized.
Establishing cooperative relationships
among community agencies
Community involvement in social, environmental,
or government planning
Developing future scenarios
How it started
Harrison Owen founded
Open Space Technology in 1984. The catalyst was his frustration
at spending a hard year planning a large conference only to find
that participants found the coffee breaks to be the best part
of the event. It was during coffee breaks that the most meaningful
connections were made and important topics discussed. Harrison
vowed to figure out how to capture the spirit of a coffee break
in a large group process. His answer came from observing a tribe
in West Africa. He found that almost everything important to
the tribe happened in a circle. All important tribal issues were
dealt with in open discussion held in a circle. Harrison recognized
that there is power and magic in a circle. He decided to invite
people to join in a circle to address an issue, and added some
structure for creating topics for discussion (the bulletin board)
and a method for the group to schedule the discussions (the marketplace).