Ниже отрывок из этого пособия.

Вот это определение "critical mass"
www.investorwords.com/1217/critical_mass.html

самое близкое определение кoт. мне нашлось в сети на скорую руку, кот. мне кажется передает тот оттенок этой фразы здесь. Но, не только в бизнесе, да еще и в любой организации, сообществе...

а вот под "buy-in" имеется в виду, что люди приходят к решению со страстной (в хорошем смысле) и глубоко участливой и заинтересованной позиции...т.е. решение и лидерство с низу и на решение навязано сверху...

The following may be useful to you as a number of ways to approach your understanding of Open Space Technology beyond the form only. They may be useful to you in providing you with concepts to share with sponsors. We view the essence of Open Space Technology from each of these perspectives and introduce the sponsor to each of these perspectives, giving the sponsor the choice of choosing what makes the most sense to him/her/them. Our experience with Open Space Technology is that it is a transformative process, bringing about change in individuals and in groups or entire organizations. The changes are usually unanticipated, something that can’t be planned for. We like to orient sponsors to the best of our ability, knowledge, expertise and experience to the reality that there will be unexpected results during and after an Open Space Technology meeting. We like to orient sponsors to OST as a methodology that works at many levels. We do our best to ensure that the sponsor is bringing OST into the organization with an understanding that there are many results at unseen levels that impact the organization.

1. Becoming aware of, acknowledging, and working with the potential of individuals and of a collective
2. Critical mass problem solving and “buy in” to solutions
3. Practice in navigating with change to increase skills, competence and capacity (Change management is an oxymoron).
4. Adults exercising their choices and responsibility as adults, breaking patterns of submission and complacency
5. Opening space for Spirit to be worked with
6. Within Open Space Technology, we experience a self organizing system
7. Within Open Space Technology, we experience the organization as it really is under the surface

Working with Potential

Open Space Technology and the Open Space Organization are not the purpose or the goal to be reached. Rather, they are the means to accessing the potential of the individual and the potential of the organization.

In many organizations, the greatest investment is the cost of staff including management. In many organizations this great resource is underutilized in terms of the potential of the staff towards fulfilling the purpose of the organization and its success. Opening space creates the conditions to access this potential and to work with it and from it.

Critical Mass Interventions

Critical Mass Thinking – excerpts from an article from Training Magazine, September 1996

“Critical Mass interventions grew out of the field of organizational development, evolving from OD practices born in the 1950s. These current iterations started with Fred Emery, Eric Trist, the Tavistock Institute, and a bunch of coal miners in England. Trist's discoveries about self-directed work among these coal miners became the genesis of a theory called socio-technical systems (STS).”

“As William Passmore, professor of organizational behavior at Case Western Reserve University in Cleveland, explains it, the STS approach to organizational development means analyzing your company on at least three different levels. First you look at the outside forces acting on the business - customers, market forces, the community, competition and change. Then you observe the technical systems - the process the company uses to make and deliver a product. Finally you analyze the human side of the business - rewards, motivation, training systems, and the relationships among people.

“Once you've gathered all this data, explains Passmore, you get what OD people call a "whole systems" view of the organization.”

“AN EMPOWERED DATABASE
OK, suspend your disbelief for a minute. If you sit around thinking about organization wide interventions, like a lot of OD professionals do, it makes a certain amount of sense to get a big group involved in a company's change. It's much easier to talk about whole systems when the whole system, or a significant part of it, is present.

“The beauty of a critical mass event: Every viewpoint and area of expertise, from front-line worker to supplier to customer to executive to stockholder, is present.

“The common denominators among all of these varieties of critical mass events are participation, information-sharing, finding common ground, developing action plans, and implementing change quickly.”

“One of the most significant aspects of these large-group interventions is the final action plans built into all of the models. Action planning means that participants do more than just talk about change: they must commit to the change in concrete and practical ways.”

“Birgitt Bolton-Williams facilitates Open-Space meetings as a consultant to private companies. She recently held an open-space meeting on the issue of creating a community health center. Participants included government ministers and the marginalized people who would be served by the center. Wesley already had the $750,000 grant to build the facility: it remained to work out the specifics.

“When it came to action planning, the homeless people in the meeting "were willing to take responsibility for this health center, against what everyone has told me," says Bolton. The marginalized people on the steering committee, for example, will elect the board of governors for the health centers and gets the paperwork together so the center can be incorporated. As customers of the health center, the homeless determined that the standard package of medical care was inappropriate. Instead, explains Bolton, they decided the center should stress psychological care, emotional counseling, dentistry and foot care. At the end of three days, the group had appointed 21 people to a steering committee that would determine what kind of services the health center would provide.

“If the event is just about brainstorming, the change process comes to a grinding halt,” warns Birgitt Bolton-Williams "But when you have to ask yourself if you'll put your name on the bottom line and take responsibility,” she says, the large- group meeting becomes meaningful.”