PATTERNS

The Open Business Agility Patterns and Practices

Enterprise Business Agility is not really possible without the use of Open patterns and practices.

Open patterns and practices improve employee engagement scores, and results. Employee engagement is where lasting enterprise-level improvement really comes from.

The Eight Patterns of Open Business Agility help this to happen, and as such, they represent the future of work:

Here are those same eight patterns, with expanded details:

Here is a brief description of each of the eight patterns of Open Business Agility. The outer ring of each diagram contains a list of methods and practices that express the core pattern:

Leadership Invitation: Open patterns use an opt-in “pull” approach rather than an imposition-based “push” approach to manifest and maintain enterprise-level change. Practices include Open Space Technology, Inviting Leadership and No-Limits Self Management:

Proceeding by Explicit Agreement: An organization of individuals is largely defined by the expressed and implied agreements that those individuals enter into. Open patterns and practices make those agreements explicit. Practices include Sociocracy, Scrum and the Agendashift engagement model:

Clarity of Authorization: In the Open approach, the delegation of responsibility always includes the clear and explicit delegation of the authority that is actually needed to deliver. Clarity of Authorization rolls up several other patterns: Explicit Agreement, Leadership Invitation, and Clear Delegation of Authority.

Boundary Management: Especially with respect to authority and authorization, when using Open patterns and practices, essential boundaries are clearly defined by executive leaders. These boundaries are open enough to generate self-organization and are explicitly communicated and carefully maintained. Boundary Management domains include Time, Task and Territory.

Use of Interaction Protocols: Open approaches clarify communication and understanding through protocols, which are small, shared agreements about how essential interactions are structured. Protocols enhance clarity of communication. Practices include NVC, Clean Language and the Core Protocols.

Whole-Group Process: Open approaches favor whole-group process over closed-door dialogue. To the maximum extent possible, the Open approach favors “getting the whole system in the room” to validate assumptions, gauge overall group readiness, and obtain validated, org-level alignments before proceeding. Practices include OpenSpace Agility, and meeting designs like Open Space Technology and Authority Circle.

Empirical Approach: Organizations are more like living systems than they are like machines. Acknowledging this reality includes recognizing the need for frequent iterations of experimentation and “learning by doing.” Practices include Agile practices such as Scrum and Kanban, and empirical coaching approaches such as Fail Agility and The Agile Open Practitioner.

Common Knowledge: Often associated with transparency, common knowledge is up-to-date shared information that everyone in the organization knows. The generation of common knowledge is essential to coordinating very large groups at scale. Practices that enable Common Knowledge always have a whole-group aspect. The communication of values and principles, communication transparency and Open leadership practices like Open Space build Common Knowledge.

Each of these patterns can be satisfied with any number of practical approaches. Useful practices embody fundamentally useful patterns, patterns that enable great work and great group process.

Get the patterns right and your practices take care of themselves!

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