Identify And Explain Main Steps Used In Open Sp

Identify and explain commonly the main steps used in Open Space Technology and Future Search interventions

Large group interventions are innovative approaches designed to engage a vast number of participants in organizational change processes, fostering collaborative decision-making and strategic planning. Among these approaches, Open Space Technology and Future Search have gained prominence due to their unique structures and effectiveness in diverse organizational contexts. This paper critically examines the main steps involved in implementing these two methods, supported by relevant scholarly sources, and explores their application in organizational settings through three distinct scenarios.

Introduction

In today’s complex organizational environments, involving a wide range of stakeholders in decision-making processes is crucial for successful change initiatives. Large Group Interventions (LGIs) provide frameworks that facilitate inclusive participation, harness collective intelligence, and drive organizational development. Open Space Technology (OST), developed by Harrison Owen, emphasizes informal, participant-led discussions, while Future Search, crafted by Sandra Janoff and Marvin Weisbord, focuses on creating shared visions through structured, whole-system dialogues. Understanding the procedural steps of these methods enables practitioners to choose and adapt the right approach based on organizational needs.

Main Steps in Open Space Technology

Open Space Technology is characterized by its highly flexible, participant-driven format. The core steps include:

1. Preparation and Framing: The facilitator invites participants and establishes the purpose of the session, often sharing a broad theme or focus area.
2. Opening Circle and Ground Rules: Participants gather in a circle where the facilitator explains the basic principles of OST, emphasizing autonomy, self-organization, and the importance of choosing discussions relevant to individual interests.
3. Session Proposals: Participants propose discussion topics, write each topic on a conspicuous piece of paper, and post it on a wall or board. Participants then select sessions they wish to attend.
4. Scheduling and Sessions: The scheduled sessions proceed informally based on participant interest, with each session facilitator responsible for guiding the discussion.
5. Documentation and Reporting: After sessions conclude, facilitators or designated reporters compile summaries, key insights, and action items, sharing them with all participants.

Owen (2008) emphasizes the importance of allowing participants to govern the process, minimizing facilitator interference, and creating a space where emergent topics can surface organically, thus promoting a sense of ownership and engagement.

Main Steps in Future Search

Future Search is inherently more structured, designed to align diverse stakeholders around a shared vision. Its main steps include:

1. Pre-Planning and Stakeholder Identification: The organizing team identifies key stakeholders across the entire system—employees, management, customers, community representatives—ensuring broad representation.
2. Preparation and Clarification of Focus: The team clarifies the issues to be addressed and the desired outcomes, preparing briefing materials for participants.
3. Design of the Conference: A multi-day event is scheduled, typically spanning three days, with sessions structured around learning, sharing, and consensus-building activities.
4. Participation and Whole-System Engagement: During the conference, participants share perspectives, investigate systemic patterns, and collaboratively develop visions of the future.
5. Action Planning and Follow-Up: The conference concludes with the creation of strategic action plans that participants commit to implementing, ensuring ongoing accountability.

As Norum (2005) highlights, the success of Future Search depends heavily on thorough pre-organization, inclusive stakeholder representation, and disciplined facilitation to sustain momentum after the event.

Application in Organizational Contexts

Both OST and Future Search serve different organizational purposes. OST excels in situations requiring rapid, flexible engagement—such as addressing emergent issues—due to its informal, participant-led nature (Owen, 2008). Conversely, Future Search is most effective when a comprehensive, strategic consensus is needed across diverse stakeholder groups, enabling long-term planning and systemic change (Weisbord & Janoff, 2010).

Scenario Analyses

Scenario 1: College Community Involvement

In the case of a newly purchased college seeking organized input from employees and students, Open Space Technology is appropriate. The informal, participant-driven structure encourages spontaneous idea-sharing and allows diverse voices to surface without the constraints of pre-designed agendas (Pashley, 2012). Given the broad scope—faculty, staff, students—OST can facilitate creative problem-solving and collaborative planning, fostering ownership of initiatives (Owen, 2008). Preparing for a large, diverse group requires clear framing of themes, flexible scheduling, and effective documentation to translate discussions into actionable insights.

Scenario 2: Video Game Company Growth and Tension

The rapidly expanding startup with internal tensions benefits from Future Search. This approach enables the entire system—designers, executives, marketing—to collaboratively identify core values, future directions, and reconcile differing perspectives (Weisbord & Janoff, 2010). By involving representatives from all functional areas, Future Search can help develop a shared vision that balances innovative creativity with strategic conservatism, ensuring alignment and reducing conflicts. Pre-conference stakeholder mapping and clear communication of goals are essential for success.

Scenario 3: Employee Voice Disparities in an Insurance Firm

To address dissatisfaction and turnover in the less vocal departments, Future Search offers a systematic way to surface hidden concerns and develop mutual understanding (Norum, 2005). Engaging employees from sales, accounting, and IT in a structured dialogue allows the organization to recognize systemic issues and craft inclusive solutions. Careful planning includes selecting representatives, designing facilitation strategies sensitive to cultural differences, and establishing follow-up mechanisms to reinforce commitments.

Scenario 4: CEO-Led Open Space Conference

The failure of the CEO-led OST highlights violations of fundamental OST principles. Imposing pre-set topics and outcomes, along with mandatory attendance, stifles participant autonomy and ownership (Leith, 1996). The reluctance of employees to propose alternative topics and the superficial nature of post-conference implementation underscore the importance of voluntary participation and emergent topics. According to Owen (2008), effective OST requires minimal control by organizers and a trust in participants’ self-organizing capacities; violating these principles can result in superficial engagement and poor follow-through.

Conclusion

Understanding the main steps of Open Space Technology and Future Search enables organizations to select the most appropriate method for specific issues. OST’s informal, flexible structure fosters rapid engagement on emergent topics, while Future Search’s systematic approach cultivates systemic change and consensus-building across diverse stakeholders. Applying these methods thoughtfully, with adherence to their core principles, enhances organizational capacity for inclusive, effective decision-making and change management.

References

• Leith, M. (1996). Organizational change and large group interventions. Career Development International, 1(4), 19-23.
• Norum, K. E. (2005). Chapter 15: Future Search conversation. In Dialogue as a Means of Collective Communication. Springer.
• Owen, H. (2008). Open Space Technology: A User's Guide (3rd ed.). Berrett-Koehler Publishers.
• Pashley, S. (2012). Open Space. NHS Research and Development Forum.
• Rogers, J. (2010). Large group interventions. In Facilitating Groups (pp. 98-104). McGraw-Hill Education.
• Weisbord, M. R., & Janoff, S. (2010). Future Search: Getting the Whole System in the Room for Vision, Commitment, and Action. Berrett-Koehler Publishers.
• Kaapz. (2010). Kaapz and Future Search now. NHS Research and Development Forum.
• Harrison Owen. (n.d.). Videos on Open Space Technology. YouTube.
• Sandra Janoff & Marvin Weisbord. (2010). Future Search: Getting the Whole System in the Room. Berrett-Koehler Publishers.
• Additional credible sources from peer-reviewed journals on large group interventions.