Prologue:
Spirit Is the Most Important Thing

THIS BOOK IS ABOUT SPIRIT, and the ways in which Spirit forms and transforms in organizations. It is written from the belief, and experience, that Spirit is the most important thing. When the Spirit of a people is strong, focused, and vibrant, wonderful things can happen. When the Spirit is down, it makes very little difference how good your reputation, how much money you have in the bank, or how strong the need for your goods or services. Not too much happens.

There are two sorts of people who may find this book of interest. First, those who have come to realize that the Spirit in their place of work, to say nothing of their own Spirit, is getting a little tattered, showing the early stages of what I call Soul Pollution. These indicators include a certain apathy when it comes to going to work, a recognition that the last time you had fun on the job was when you quit, a tendency to feel overwhelmed by the great amorphous They. Those in the advanced stages of Soul Pollution, characterized by exhaustion, high levels of stress, and the abuse of just about anything in sight, including spouses, substances, and fellow workers, may be especially interested.

For all sufferers of Soul Pollution, the message of the book is this: Things do not have to be this bad. In fact, we are shooting ourselves in the foot, and there is indeed a better way. We need only stop holding on to some questionable beliefs, accept ourselves as we are, and get on with the business of living. It is just that simple. The details and the fine points may be complex, and we will be exploring a number of those fine complexities. And getting from here to there may seem an impossible leap. But in truth the “fix” is no big deal. Just do it.

There is another, much smaller, group of people who will find this book of interest. This group includes those intrepid souls who have ventured into the realm of Open Space Technology, and who may be wondering what to do next. After a great meeting, is that all there is? My answer is an emphatic No! It is only the beginning. What has been experienced in Open Space can be a 365-day-a-year reality.

So what is the secret? Create some space. Open the doors and windows of your life and organizations. Move the walls, and let Spirit show up. Keep that space open and Soul Pollution dissipates as Spirit perks up—provided our faulty notions of control are put aside. So whether you are an Open Space Technology practitioner or you’ve never heard of such a strange thing, but find yourself dreading another day on the job in an organization seemingly bent on its own destruction as well as the destruction of its members, I invite you to read on.

OPENING SPACE FOR SPIRIT

Opening space for Spirit, as in High Spirit, Playful Spirit, Productive Spirit, is not (or certainly not only) an esoteric undertaking. Indeed, it can become a practical everyday experience for those who care to try. One approach, and only one approach, is what is now called Open Space Technology.

Open Space Technology is a simple means for the facilitation of complex human endeavors. In a typical situation, 500 people assemble to plot the future course of their institution. The diversity of the group is enormous and the signs of conflict are everywhere apparent. Prior to this meeting, absolutely no advance planning has been done relative to the agenda. The group sits in a large circle, and there is one facilitator. In less than 20 minutes the facilitator has concluded his remarks, and the group moves to productive work. Forty-five minutes later, every issue of concern that anybody in the group thought to raise has been placed on the table, or more accurately posted on a previously blank wall that has now become a huge bulletin board. There are 140 postings, each with an assigned time, place of meeting, and a designated convener. Half an hour later, all participants have signed up for the groups of their choosing and are hard at work. For two days the group as a whole self-manages the task. Forty-eight hours from start there are 500 bound copies of proceedings (350 pages each) available to all participants as they go home.

The manifest behaviors of the group are of equal note. Self-managed work teams are the norm. Leadership appears when and as needed. Conflict pops up, but typically resolves into positive solutions, unaided by outside assistance. Diversity of opinion is honored and built upon. Stress levels are at an all time low—and perhaps best of all—many people describe the whole affair as fun.

It appears that there is a way to achieve high levels of productive work with minimum stress, nonproductive conflict, and exhaustion. It is even possible to have fun at work. If this can happen for two days—why not all the time?

Had the meeting described been a “once and only” phenomenon, one might suspect incredible good luck. However, what happened with that group has been repeated thousands of times all over the world. And the results have been the same. Indeed, Open Space works very well in any organization with a burning issue, characterized by the following: high levels of complexity, diversity, and conflict (actual or potential); and with a decision time of yesterday. Open Space does not work, and should not be used, in any situation where the answers are already known, the outcomes predetermined, and/or where someone has determined that it is essential to be in charge and maintain control.

THE OPEN SPACE EXPERIMENT

In the 15 years since the first Open Space gathering, the experience for me has moved out of the realm of interesting occurrence to become a natural experiment in which to explore the untapped possibilities of our common humanity.

As an experiment, it should commence with a clear hypothesis, precisely stated experimental conditions and definable procedures, and be repeatable with predictable results, irrespective of the experimenter (facilitator). The hypothesis is: concerned human beings, gathering of their own free will, and regardless of social status, education, ethnicity, or economics, can quickly [almost instantaneously] create effective organization productive of substantive results, without extensive preparation and massive amounts of external assistance.

The experimental conditions are as noted above: high levels of complexity, diversity, and conflict (actual or potential), with a decision time of yesterday. The procedures are: sit in a circle, create a bulletin board, open a marketplace, and get on with the business. To date, and so far as I know, every time the conditions have been met and the procedures followed, the hypothesis has been confirmed.

SELF-ORGANIZATION:
THE SECRET OF OPEN SPACE

So what is the secret? The answer, at least in part, comes from what we are now learning about self-organizing systems. According to a growing number of researchers, systems organize all by themselves, provided certain essential preconditions are met. For the most part such research has concentrated on physical and biological systems. The Open Space experiment suggests that a similar phenomenon also occurs with human systems, such as businesses, governments, and other sorts of collections of people. And best of all, the result is productive and stimulating—even joyful and fun. Now there is an antidote for Soul Pollution, a way to rally sagging Spirit, and still get the job done.

A TRANSFORMATIVE MOMENT

If it all works so well, and feels so good, why are we still so hesitant? I believe the answer is simple. Should we take the necessary step there is the strong possibility—indeed the absolute certainty—that things will get out of control. Even worse, it will become apparent to us that the control we thought we had was but a fond delusion.

When told about the happenings in Open Space, many people respond that it all seems so counter-intuitive, a polite way of saying that it is impossible and probably wrong. We all know, as a matter of the basic understanding of human nature, that 500 angry, confused people with no prepared agenda and minimal facilitation will produce catastrophe. Why would we want to go there?

But should it turn out that this basic understanding about ourselves was in error, it would seem reasonable to find a new self-understanding. Vastly easier to say than do.

Giving up our basic self-understanding in favor of a new one, particularly one that seems very risky to say nothing of impossible and even wrong, is a very scary thing. It is all about transformation—which is never to be taken lightly. It means, quite literally, that we will become new people, that our Spirit will show up in a new way.

So here we sit: a bumper crop of Soul Pollution and growing evidence that our organizations are becoming less functional and more destructive. There must be a better way!

It is indeed a transformative moment. It is a time of choosing, and I believe the choice is ours. More of the same old, same old… or something very new. We are on a journey.

The purpose of this book is to trace that journey. We will point out some of the pitfalls and possibilities, suggest ways to make the passage more productive, if not easier, and then offer a first approximation of what our new life might be like, including the essential skills and modes of operation necessary for survival. Indeed more than survival, for I fully believe that we are entering upon a phase of human existence that will positively blow away our prior conceptions of what it means to be Homo sapiens. Of course there are no guarantees, and it may be that we will blow the whole trip. However, as a species we have done fairly well to the present, and it is just possible that we will muddle through.

A WORD ABOUT THE AUTHOR, THE SOURCES, AND THE APPROACH

Before beginning our journey it is probably useful for you to know something about me, the sources I draw from, and the overall approach. Caveat emptor if you will.

I am an Anglican Priest, or Episcopalian as it would be known in the United States. I fully intended to be an academic with areas of interest including the myth, ritual, and culture of the ancient Near East, particularly as these elements gave expression to an understanding of chaos, order, and the creative process.

That career was trashed in the middle 1960s with the Birmingham bombings and the emergence of the civil rights struggle. I traded library stacks for city streets as I participated in, and organized, a variety of civil rights activities. Over the next 15 years I found myself in the role of executive director of a large community association in Washington, D.C., a member of the Peace Corps staff in West Africa, director of a large health care infrastructure building program on Long Island, ending up back in Washington at the National Institutes of Health, and ultimately at the Veterans Administration as a political appointee in the Carter administration.

For the next 20 years, I had the privilege of working as a consultant with an incredible range of organizations and institutions, including corporations, small villages, street gangs, and political institutions, on virtually every continent and subcontinent on the planet.

The sources for this book are quite simply my life experience—all of it. This means that we will be visiting some possibly strange places, ranging from esoteric literature to contemporary chaos and complexity theory, all the while seeking reference and grounding in the everyday working world.

The thoughts of many people, ancient and modern, have been formative for me, and I will acknowledge those contributions as we proceed. But this is not an academic treatise, and I am not a scholar. Artist, poet, or storyteller would be a closer fit.

To be truthful, storyteller is probably the best representation of how I work. I acknowledge that storytellers are suspect and more than occasionally have a light regard for the facts. But good storytellers do infinitely more than render the facts. Their profession and their art is to weave a tale out of the threads of common experience to the end that an imaginative space and time is created in which teller and listener collaboratively may perceive new truth about old facts.

If the idea of dealing with a storyteller is not to your liking, try theory builder instead. For in truth a theory is “only” a likely story that assembles available facts in a coherent fashion so that they may be understood, and useful work accomplished. Asking whether a theory is true or false is to fundamentally misunderstand the nature of theory. The real question is: does the theory work, and can it account for current events and predict future occurrences?

Whether you think of me as a storyteller or theoretician, it is all the same. The final question for me is: does it work?

IT’S ALL ABOUT SPIRIT

You will have noticed that I use the word Spirit quite a lot. And not just with a small “s,” but with a capital letter, as in Spirit. This is not simply an affectation, but comes from a deep conviction that Spirit is the most important “thing” in any organization.

I have not tried to define Spirit, but I don’t believe that is really possible; at least I have never been very successful. More to the point, I am not at all sure that definition is necessary. We all know Spirit when we meet it. In its presence there is excitement, innovation, what we might call inspired performance. And inspiration, after all, literally means to “inSpirit.”

I will use the word Spirit undefined, and you may think about it in any way that works for you. That might be team spirit, esprit de corps, high spirits, deep spirit, or even the eternal Spirit—the mother of us all. From where I sit, all these are connected. Start at any one point, and you will eventually arrive at all the rest. If you must have a definition, then you might think of this whole book as that definition, for this book is all about Spirit, and the ways in which Spirit forms and transforms in the organizations of our world.

There is also a theoretical reason why I spend so much time on Spirit. A major theme of this work is transformation in organizations. When the subject is transformation, the word itself tells us that we are dealing with a process in which something (unnamed) goes through, or across, forms—trans-forms, as it were. The focus is not on the forms, which is what most people talk about, but rather that which goes through the forms, which is what I think we should be talking about. And that “something,” so far as I am concerned, is Spirit. Of course it is hard to see Spirit, but we can certainly see its footprints. Following those footprints is the nub of our story. All the rest is pretty much window dressing.

PREVIEW OF THE STORY: THE FORMATION AND TRANSFORMATION OF SPIRIT IN ORGANIZATIONS

The story is told in four parts. Part I, Chaos, Order, and Self-Organizing Systems, faces the beast in its lair: chaos, and the terrible possibility that things might get out of control. It turns out, however, that chaos is never really avoidable, and thank goodness for that. For chaos, and the disequilibrium it brings, is an essential condition for life, learning, innovation, and—strange as it may seem—organization. At least the sort of organization that appears through self-organization, which some people call a Complex Adaptive System.

Such a system is complex, in that it has multiple elements, adaptive, in that it continually changes to fit the environment, and a system, in that it is organized. The odd thing is that nobody did the organizing. The system did it all by itself, or as Stuart Kauffman of the Santa Fe Institute would say, “Order for Free.”

Complex Adaptive Systems come in all shapes and sizes, from a molecular stew up to human organizations and beyond to the cosmos itself. Held in common are certain basic and necessary preconditions for self-organization, which initiate and sustain the process. But humans are also different from rocks and molecules. Humans usually know that something is going on, and have certain feelings about it. They also have choice. Therefore the process of adaptation in human systems has certain additional elements.

These differences are considered in Part II, entitled Transformation: The Adaptive Process in Human Systems. The process of self-organization starts, or restarts, when chaos strikes. Suddenly the old tried and true ways don’t work any more, and the choice is either cash in the chips or find a new way of doing things. For human beings this is a painful experience, involving letting go of the old ways and venturing out into something totally new. Very nervous-making. But there is a way through and we have done it many times. It is called Griefwork, or more accurately Grief-at-work. As grief works, the human system has the possibility (but not a guarantee) of adapting to the changed environment, and appearing in a new form appropriate to the new challenges. Knowledge of the Griefwork process is more than an interesting academic incidental. If you know what is happening, there is a higher likelihood of actually getting through it all.

In Part III we take a look at the ways in which Spirit shows up in emergent organizational forms. Human systems go through evolutionary development, beginning with the simple and proceeding to the more complex. There are many ways one might characterize this sequence. Mine is: ReActive, Responsive, ProActive, InterActive, and Inspired.

To give you something of the flavor, a ReActive Organization is the brash young start-up, home to the entrepreneur. It is exciting, vital, juicy—but it has little time for customers, who always seem to be getting in the way. The Responsive Organization takes care of its customers, but in a simplistic, almost pedantic way. This is a comfortable organization, but very shortsighted when it comes to rational planning and the finer points of management. A ProActive Organization is what every well-managed organization has hoped to be, until fairly recently, where control is the most important thing, and chaos is the enemy. Under the best of circumstances this is a well-oiled machine, doing everything by the numbers. It is home to the MBA. But the good old ProActive Organization is getting very tired. The harder it tries to gain control, the more control slips through its fingers, yielding frustration, burnout, and Soul Pollution. Something has to give.

Next up is the InterActive Organization, which actually enjoys chaos. Hidden in the orderly patterns of disorder are new opportunities and the possibility of learning constantly. Work and play are synonymous and productivity simply boggles the mind. This is a conscious self-organizing system.

Lastly there is the Inspired Organization. We really don’t know too much about this, but we have some hints, as when a research team goes so far beyond its known technical capacity that it seems to be floating in inspiration. This doesn’t happen often, but when it does, people never forget.

So much for the schema, now for the point. It is my belief that we are uncomfortably perched between the ProActive Organization and the InterActive Organization. We know increasingly that the old ways aren’t working as well as they used to, and in some cases not working at all. And we can pretty well see the future, but we do not like the ticket of admission, which is quite simply to give up the increasingly absurd notion that we are, or should be, in total control. So we sit on the fence, and fence-sitting hurts.

But while we sit, summoning the courage to let go and move on, I think a very strange and wonderful thing is happening. Without our effort, and in spite of our fears, the transformation is taking place. I can’t prove it, but I think there are some good signs, good enough in fact that we can spend some profitable time thinking through what it will mean to live in an InterActive Organization, and what are some of the new skills necessary to support our new lifestyle.

Part IV makes the jump. This one is called Cultivating Spirit: The Care and Feeding of the InterActive Organization. Our interests there will range from some creative uses of the Internet to the arcane art of myth-making, ending with a few critical thoughts about ethics and values.