Excerpted from "A Brief User's Guide to Open Space Technology" by Harrison Owen
http://www.openspaceworld.com/users_guide.htm

LEADERSHIP

The leadership of an Open Space event is at once absurdly simple and very tricky. The simplicity derives from the fact that the group itself will, and must, generate its own leadership. The tricky part comes in letting that happen. The demands placed upon the initial group leader are therefore limited and critical. Dealing with the limited aspects of group leadership is easiest and may therefore be done first. The functions here are to set time, place, and theme. Time and place are simply a question of where and when, both of which have been discussed above. Setting the theme involves creating the written theme statement describing where the group is starting, and where it hopes to go in general terms.

Now we come to the tricky part. Leadership in Open Space requires a style that some may find uncomfortable and counter-intuitive. This is especially true for those who equate leadership with control. There is no question that when we know exactly what we are doing, and where we want to go (as is presumably the case, for example, in a manufacturing process), tight controls are essential. In fact, control is the very heart of good management. We get into trouble, however, when we understand leadership simply as advanced management, and therefore, if the manager controls, the leader must control absolutely. Sensitive leaders today, in a world marked by progressively expanding Open Space, know all too well that most of what they have to deal with is beyond their control, and maybe out of control.

Leadership defined as control can only fail. But that is not the only definition. Gandhi described the leader as one who intuits which way the parade is moving, and then races to reach the head of it. The function of leadership is to provide a focal point for direction, and not to mandate and control a minute-by-minute plan of action. The details must be left to the troops, which means amongst other things, the troops must be trusted. In no case can any leader possibly solve all problems or direct all actions. Leadership in Open Space requires that one set the direction, define and honor the space, and let go.

There are Four Principles and One Law which serve as guides to the leader and all participants.

The principles are:

• Whoever comes is the right people.
• Whatever happens is the only thing that could have.
• Whenever it starts is the right time.
• When it is over, it is over.

The first principle reminds everyone of the obvious fact that those present are the only ones there. Whatever gets done will get done with them, or not at all. There is little point, therefore in worrying about all those who should have come, might have come, but didn't come. It is essential to concentrate on those who are there. The experience is that, in some strange way, the group present is always the right group.

In more practical terms, it has been discovered that if the group is deeply involved in the issue at hand and excited by the possibilities, that involvement and excitement are contagious, and others will soon join in. Even if the technical expertise present is not of the highest order, a committed group will find the needed expertise. However, if all the time is spent in telling each other that the group is neither right nor competent, it is always the case that the group will live down to it expectations.