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The OpenSpace Agility Handbook, by Daniel J. Mezick, Deborah Pontes, Harold Shinsato, Louise Kold-Taylor, Mark Sheffield
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OpenSpace Agility™ is a repeatable technique for getting a rapid, genuine and lasting Agile adoption. OpenSpace Agility can be used to effectively introduce any kind of change into any kind of organization. It works with what you are currently doing, and can be added at any time.
OpenSpace Agility encourages very high levels of human engagement. It incorporates the power of invitation, iteration, Open Space, game mechanics, passage rites, storytelling and more…so that real and authentic change in your organization can actually take root.
The Open Space meeting format is a primary tool of OpenSpace Agility. The OpenSpace Agility method leverages the amazing power of iteration and the Open Space meeting format to help you get genuine and lasting success with your Agile adoption program.
With this handbook, you will learn how implement the OpenSpace Agility method. You’ll learn about how invitation, iteration, Open Space, game mechanics, passage rites, executive storytelling (and more) can be used to achieve a rapid and lasting Agile adoption. Inside this book, you’ll find specific, actionable step-by-step guidance on implementing the method. You will discover:
- Why people power the Agile practices, not the other way around
- Why engagement is an essential ingredient in any successful Agile adoption
- How invitation increases engagement, passion and responsibility
- How to immediately put the OpenSpace Agility method to work … in your organization
Learn more at: www.OpenSpaceAgility.com
About the Authors
Daniel Mezick, Deb Pontes, Harold Shinsato, Louise Kold Taylor and Mark Sheffield are all professional Agile coaches. Together these authors have developed and refined the OpenSpace Agility method, by implementing it inside organizations in the USA and Canada. You can learn more about each author and watch testimonial videos from actual clients, by visiting OpenSpace Agility web site:
www.OpenSpaceAgility.com
- Sales Rank: #1604993 in Books
- Published on: 2015-10-16
- Original language: English
- Dimensions: 8.50" h x .31" w x 5.50" l,
- Binding: Paperback
- 130 pages
Most helpful customer reviews
2 of 2 people found the following review helpful.
A Hidden Gem
By Mr Francois Knuchel
This is a brilliant how-to book. It addresses the problem of resistance and poor engagement in agile adoptions and organizational change. Why is it, for instance, that the majority of agile adoptions, despite huge investments, fail? The approach presented resolves root causes and offers a completely fresh and novel way of implementing agile. And while this new book focuses on ‘agile’, it applies equally to organizational transformation overall.
The title, The Open Space Agility Handbook, sounds pretty inconspicuous and unobtrusive. And in one sense that’s all it is, as the title says it’s a handbook on how to adopt agile practices, using an Open Space Technology framework; a step by step how to guide on implementing agile. What the book’s title does not betray, however, is the transformative power of its approach. It represents a revolutionary approach to large scale agile adoptions, and beyond; it tackles head on one of the key challenges of organizational interventions and change management itself. As innocuous as the book may seem, don’t be fooled by its simplicity. It describes an elegant solution to one of the most difficult challenges of management, that of scaled organizational change. What’s more, it is completely fit for purpose in the age of distributed leadership, it follows the principles of opt-in and it walks the talk of self-organization.
On the surface the book is for agile coaches, trainers and leaders wanting to implement agile into their organizations, using a scaleable process of invitation and co-creation, rather than dilapidating mandation and imposition. The book describes in immaculate detail, yet in very clear easy to understand language, how this can be done. The book is supported by beautiful diagrams step by step in a highly practical way, with very easy to follow hands-on instructions. The diagrams all form part of a larger diagram representing the overall road map. As a guide it is beautifully presented.
On a deeper level it is far more than a handbook. While the book illustrates the how, it represents a fresh way of adopting agile. Although concentrating on agile only, the principles and philosophy behind it have ramifications beyond agile, and the book should appeal to a wider corporate audience, in fact to anyone seeking to introduce system change in an organization. The approach could just as easily apply to the adoption of lean, teal, peer-to-peer learning, distributed leadership, conscious business, environmental sustainability, beyond budgeting, reinventing organizations or indeed any other form of organizational transformation.
But why do we need a different approach to agile, lean, teal etc adoptions, or to change management? Simply put, because the majority of agile adoptions, lean implementations or change management interventions don’t work (the statistics vary from 60% – 80% failure rates depending on how one defines failure, anything from simply not achieving expected results to catastrophic breakdown). One reason is that these interventions are mandated or imposed, without consulting those doing the work. This leads to unintended consequences of resistance at best, silent internal sabotage at worst.
In the case of agile those doing the work are software engineers, people who are both very intelligent as well as often introvert in nature: they resist imposed change, but do not articulate their views. Instead they either simply ignore directives (‘internal sabotage’) or walk away completely (and they can afford to). Corrective notions of “improving communications” and “achieving better buy-in” completely miss the point. What is needed is to invite the relevant work-force to co-create the change together, as a collaborative iterative effort, with everyone’s perspective valued.
How can one invite a whole department or even a whole large company to co-create change at scale? Through a process of self-organization in a framed structure of iterations and experimentations, which fully engage the relevant workforce constructively in the process. This is achieved by applying the principles of Open Space Technology at the beginning and the end of the timed iterations. Open Space Technology is a self-organizing large scale counter-intuitive meeting of minds format which has been tried and tested over the last 30 years in over 150 countries, always with great success. However, if you want to know the details of how it all works and how to do adaptions and transformations, read the book!
While fundamentally tackling highly complex problems, the book is presented in a superbly simple way, easy to follow and clearly illustrated. The approach is based on the combination of Open Space Technology and the original Agile Manifesto, and both follow the most fundamental principle of Lean (Toyota), i.e. RESPECT. As the concepts of INVITATION (as opposed to directed or imposed), peer-based SELF-ORGANIZED LEARNING (SOLE) and CHANGE CO-CREATION become increasingly understood and appreciated in organiszations, this simple how-to book will find a growing audience in and beyond agile.
“A leader must lower himself like water and give credit to his subordinates. If he wants to take credit, they will leave him soon. If a leader frequently interferes with subordinates, they will protest. A leader’s job is to create an atmosphere in which they want to do (work) for themselves with enthusiasm and can fulfill their potential” Lao Tzu (604-531 BC), Tao Te Ching.
2 of 2 people found the following review helpful.
Its all about the people
By Robert J. Gabourie
I find that reviews that only praise a book are worthless since they do not get down to the meat of what I will like or dislike about the book. So let me start by saying that I really enjoyed the book.
I received the book at the Agile Alliance Agile Conference in August 2015. I attended a talk by Daniel Mezick called "Scaling Agile With Open Spaces" not entirely sure what I would get from the talk. This book was the best piece of swag I got from the conference and here is why.
I am a fan of Harrison Owin's Open Space Technology (OST) for creating change through open discussions of important topics. When I read Openspace Agility Handbook I was really pleased how they take the core philosophies of OST and the Agile Manifesto and combined them. It was the first agile transformation framework that I have read that stayed true to the tenets of The Manifesto.
Daniel Mezick first and foremost focuses on human choice. It is through respecting the individual's choice that we eventually gain buy-in from from all individuals. Daniel emphasizes several times that we need to respect peoples choice to find flaws in what we are doing that encourage engagement. Peoples objections become a way to engage and create leaders who take charge of the transformation.
Choice and encouragement may one of the primary themes of this book, but there are a lot of other note worthy things.
The hole process starts with 60 days of education and coaching. It is designed to get initial understanding, buy-in, and opinions.
It then uses OST as an opening meeting designed to allow people to gather understanding and owner ship of agility within their organization. This meeting does not have mandatory attendance. That is part of the power of this approach. This meeting will draw those who feel strongly for or against the introduction of agile thought within the organizations. This aligns with the OST Principle "Who ever comes is the right people." It also ensures powerful conversations.
From that initial meeting there is a 100 day process where people are allowed to experiment and play with adding agile thought processes within their work. This time period is designed to allow all those involved to discover what they do not know and seek help. Most importantly it allows all involved to form opinions about what it means to be a more agile organization.
There is another OST meeting that works as a company wide retrospective. This meeting also has optional attendance for the same reasons the previous one does.
It ends with a 30 day period designed to help the people in the organization take full ownership of its transformation.
The book is an easy read and was easily digested. It focuses on the people more then any process and is designed to work for various sized businesses.
Where the book falls short is that it makes the process sound easy, despite warning that it might not be. It also does not address with any detail concerns that can arise in larger organizations. Things like distributed workforce or multiple shifts.
Despite those short comings, I feel the book is well worth the read. It is an original solution to the problem of transformation, and its human centric approach is very refreshing.
2 of 2 people found the following review helpful.
Best book on bringing agility to an organization.
By Robert Richman
Companies spend millions of dollars implementing agile only to find it doesn't work. NOT because agile doesn't work, it's because of the WAY they implement it. You can't simply "Install" agile like you're downloading an app. If the culture rejects it, it doesn't matter how great your strategy is. Mezick spent decades as a technology coach and finally figured out the agile way to implement agile. So obvious and yet groundbreaking. The handbook spells out all the principles and techniques to make it happen.
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