basic description of the method

[Jüri Ginter]

OUR UNDERSTANDING OF LIFE AND
ORGANISATION DEVELOPMENT BEE (ODB) IN IT
Ivar Dembovski, Jüri Ginter, Toomas Hansson
and "Talgu" group juri.ginter@ut.ee

Human being has existed for millions of years and has tried millions of ways to interprete his life. So we are not looking for sensational discoveries, we just hope to manage better with our life in and after the end of the ODB.
We suppose all participants are very interesting colleagues and each of them has unique information and experience. We hope you agree with us and join our efforts to manage our problems.
Life is full of prejudices, traditions and complicated rules. Each of us has a different imagination of them. Today we have to interact with more different people than whenever earlier. So, it takes more and more time and efforts to understand each other.
ODB is an opportunity to avoid stress by working out its own simple and natural principles of communication.

1. Some principles of setting up an Organisation Development Bee (ODB)
1.1. All participants, those involved in previous ODB-s and those in their first ODB are considered newcomers, because ODB-s are in permanent development.
1.2. ODB is an integral whole. It is impossible to understand or evaluate it if one has participated only in some fragments of the ODB.
1.3. It is expected from every participant to take part from the beginning till the very end. To join (or rejoin) a working group during the ODB you have to ask permission of the group and its fascilitator.
1.4. The duration of a ODB depends upon the number of participants:
- 4 ... 5 group sessions for 10 ... 20 participants;
- 5 ... 6 " " " 20 ... 40 participants;
- 6 ... 7 " " " 40 ... 60 participants.
1.5. The discussion is held in working groups (3 .. 9 participants), situated in separate rooms.
1.6. The optimum duration of group sessions is 3 or 4.5 hours. Shorter time intervals could be used for some other activities e.g. brain storming, consulting, case analysis etc.
1.7. Group sessions are alternated with plenaries, where groups give short reports to get feedback and new ideas.
1.8. A group's report consists of a short speech (5 ... 7 minutes) accompanied with some visual aids (drawing, scitch, scheme etc.). Every member of a working group has the right to complement the report. Afterwards the participants of the plenary (may) ask questions.
1.9. Every working group reflect their activities: discuss the reception of their reports by the participants of the plenary, evaluate the reports of other groups and debate questions related with their group work process.
1.10. General reflections are also arranged to discuss the development of the ODB as a whole and to speak about previous ODB-s and their results.

2. General ideas of organizing ODB-s
2.1. Examples, schemes, pictures, metaphoras and various theoretical conceptions are used and mixed (combined) during an ODB.
2.2. ODB gives a more advanced analysis of the situation, which serves as a basis for articles, scenarios of development, projects, decisions etc. As a result of participation in the ODB people can manage better at work, in social life and at home.
2.3. ODB is carried forward by unusual approaches. Every idea is worth of discussion if participants decide so.
2.4. ODB is based on cooperation, not competition. There is no aim to select the only "right" point of view. The real goal to match is to work out (step by step) a common "ground" of ideas and understanding, using the knowledge and experience of all participants. This common ground of understanding could be used as a tool in further actions.
2.5. That common ground of understanding broadens proportionally with time worked together. Usually the first steps (group reports) on that way seem trivial for outsiders.

3. Group work
3.1. The corner stones of successful group work are faith in own abilities and the will to do something. Raising the faith and will is a special task ant it takes time.
3.2. Usually people have little experience in organized creative group work. To help them there should be an organizer (fascilitator) who has faith in ODB, is used to it and has to create conditions for fruitful work.
3.3. The participants try to find and solve common problems using the experience they have.
3.4. Everything we have been doing since now can be done more effectively on the basis of better understanding of the reality.
3.5. Each group finds their common topics itself. There is sense to deal only with the problems the solution of which depends on the activities of the group members.
3.6. What and how we have done, what and how we should do to be more efficient - these are the main areas of discussion.
3.7. May-be a thorough going analysis could change some of our old standpoints?
3.8. A conventional break up of group work may look as follows:
3.8.1. Analysis of situation. Group members speak about their experience on the basis of examples. Generalisation of this information develops existing theoretical conceptions and overturns various scolastic theories and customary beliefs.
3.8.2. Scientific generalisation is possible if scientists participate in group work. They could judge the novelty of approaches and proposals.
3.8.3. Reflection serves the purpose of setting up more efficient group work. It is based upon the analysis of joint actions of the group members.
3.8.4. Re-evaluation of experience. Participants have had some common experience they have interpreted in different ways. It might have caused conflicts in their previous communication. Prejudices on this basis make group-work more complicated, but as a result the participants reach consensus in their common experience and understand previous and further actions and points of view of their colleagues.
3.8.5. Drafting further activities of group members.
3.8.6. Preparing group's report for plenary is usually a selection of ideas, which are worth carrying to others. On this stage common understanding is tested. Preparing a report is very important for development of the group - ideas fixed in the report become into joint possession of the group and there is no need to repeat them during the following group works. This opens a way for more thorough and detailed analysis.
3.9. General rules of group dynamics do not suit in ODB - differences are caused by impact of plenary sessions, posters and videoclips from previous ODB-s and the work of fascilitators inside the group.

4. After the ODB
It is useful for a working group to gather after the ODB regularly for brief sessions to correct the plans of activities worked out during the ODB. If there appears some need to broaden the ground of activities, additional interested persons with suitable experiences and responsibilities should be roped in.

Look also: http://docs.google.com/Doc?docid=0AaXcuFWLJ42SZGNrYmtid3dfMjNjOXRjY3JmNQ&hl=en_GB&pli=1#Sissejuhatus_223475587554276_7