Open Space Story -- A multi-national pharmaceutical company(2001)
開放空間的故事—一家跨國製藥公司(2001)

Author作者:Author作者:Gail West
Translator譯者:Laura Hsu

The Setting前言

A multi-national pharmaceutical company with operations in Taiwan was undergoing changes in management, locally and internally, and experiencing tremendous pressure from National Health regulation changes and increased competition. The Managing Director’s vision for the coming year was a huge leap in growth. He was clear it would take a strong consensus, full support and unparalleled initiative from all employees. Open Space Technology was the approach chosen to move ahead.

一家在台灣的跨國製藥公司正在經歷本土及內部管理變革,同時體驗到全民健保規定修改後的沉重壓力,同業競爭也越來越激烈。總經理對於未來一年的願景是大幅地成長。他也清楚要達到這樣的成果必須具有強烈的共識、全力的支援以及所有員工的自動自發。OST被選擇為前進的驅動方式。

The Process of The Open Space Events
開放空間活動的過程

After 4 extended meetings, the Open Space Theme and “Givens” were agreed upon. A 2-day Dialogue Retreat focused on the context and vision for Open Space was held with the eight senior executives. Then a 2-day Open Space meeting was held with 55 managers. After a full day of gathering in 25 diverse small groups, reports from each were read by all. People were given the opportunity to add their input to groups they had not been able to attend. Seven action arenas were then selected on which to do detailed implementation plans in the afternoon. They were named the “7-Up Projects”. The seven Project leaders reported to the whole group, received input, and announced when they would next meet.

在四次會前會中,開放空間會議的主題與既定事實均得到同意。八位高階主管並針對OS會議中的相關事宜以及願景舉行兩天的深度匯談會議。這些準備之後舉辦了兩天的開放空間會議,共有五十五位經理人參加。第一天整天的會議下來共有二十五個小組討論,每一個小組的討論報告張貼出來讓所有與會者閱讀。大家有機會把自己的意見加在報告當中,特別是在那些沒有參與到討論的別組報告當中。之後選定了行動領域並針對這些行動領域做詳細的具體實踐規劃。這些行動方案被命名為「7-Up」。這七個小組的領導人將結果向整個團隊報告,得到大家的意見並宣佈下一次這個小組開會的時間。

The Results 成果

Reflection and comments at the end of the 2 days included: 1) Great freedom in being able to choose the groups people wanted to participate in, 2) Appreciation for the openness to share real feelings and ideas with so many colleagues, 3) The opportunity to discuss with people from different departments, 4) They felt many issues actually got resolved, 5) The surprise at the informality still allowing a forming of a consensus, including discussions about family relationships as well as business, and 6) The fun of both working and playing hard.

在兩天會議結束後,大家的心得感想包括:1) 能夠選擇討論小組的全然自由 2) 非常感謝有機會能夠與這麼多同事開放地分享真正的感受與想法 3) 有機會與不同部門的人討論問題 4) 他們認為許多問題在會議當中就已經得到解決 5) 很驚訝在不拘形式的討論中能凝結共識,包括家庭關係以及工作 6) 工作賣力也玩得賣力

The 7-Up Project leaders are now on the Managing Director’s “direct report” Executive Committee to keep the information flow going across departments. They up-date each other in a monthly meeting, but use phone and email in between. The employee turnover rate is relatively low compared to other companies, and has been reduced by 50% after the Chinese New Year in comparison to that in the same period of time last year.
這「7-Up」專案領導人現在參加直接報告總經理的執行委員會,保持跨部門訊息通暢。每個月他們會有追蹤會議,平常以電話和電子郵件聯繫。員工流動率比其他公司來得低,農曆春節過後一個月內員工離職率與去年同期相較減少50%。

Reflections of Managing Director 總經理的心得

Before the program people knew our vision and objectives, but worked individually and “did what they were supposed to do in their departments”. Commitment and communication was not strong. After the meeting people are sharing their ideas, feelings and thoughts – dialoguing with each other. Even with differing opinions there is acknowledgment that there are many ways to achieve their goals and they can agree on the best ones. More innovation continues.

在這次活動之前,大家都知道我們的願景和目標,但是每個人獨自工作,而且做的是「部門裡面份內的事」。對行動的承諾感以及溝通都不強。在這個會議之後,同仁們開始分享他們的點子、感受以及想法—開始彼此對談。甚至不同的意見都得到認可,因為知道要達到目標有很多條路,他們能夠找出一條最好的一起去走。更多的創新持續發生。

The benefits of the Open Space approach for this group includes:
開放空間方法的好處包含了:

  • A sense of team spirit, coordination and easier communication
    團隊精神、合作與更容易的溝通。
  • A sense of need to communicate with others beyond one’s own department
    感到需要與除了自己部門以外的同仁溝通。
  • People are now used to brainstorming to get lots of new ideas
    現在大家習慣於做腦力激盪來得到許多新點子。
  • People are not afraid to take on a challenge and to say what others might disagree with
    大家不怕迎接挑戰,也不怕說出別人可能不同意的做法
  • The Managing Director now has time for strategic thinking, rather than doing so much implementation himself or supervising others
    總經理現在有時間做策略思考,而不是自己做很多具體行動或是監督管理下屬。



About the author 關於作者:

Gail West focuses on human resources consulting, using ICA's "Technology of Participation", Open Space Technology, community building and other "individual potential" technologies, and integrating them into a transformational format for organizations. She can be reached at : icataiw@ficnet.net

衛格爾 衛女士工作焦點在於人力資源的顧問,運用ICA「參與的科技」、開放空間科技、真誠共同體建立,以及其他開發「個人潛力」的科技,並將之整合為組織轉變的流程。 您可以跟他聯絡:icataiw@ficnet.net


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