Wave Rider is about leveraging the power of self-organization for high performance in all sizes and types of organizations. Harrison Owen the originator of the internationally popular Open Space Technology organizational change method, shows that self-organization is the most powerful force in organizations ??? but a force that is often muffled by well meaning yet constricting management and leadership practices. Using his unique and interesting folksy writing style he reveals that self-organization is the magic behind the immense success of Open Space Technology, and he applies the principles of Open Space Technology to day-to-day management and leadership (not just to meetings and change programs, which is where open space technology has previously been most used).
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"Makes a compelling argument that applying principles of complex, adaptive systems at work leads to high-performance organizations and that Open Space Technology is an expression of this phenomenon in action--a wonderfully engaging and insightful contribution to the leadership literature!"
--Dr. Arthur L. Jue, Director, Global Organization and Talent Development, Oracle Corporation, and coauthor of Leadership Moments: Turning Points That Changed Lives and Organizations
"Shows us why almost everything we think we know about planning, organizing, directing, and controlling is wrong...and what we need to do instead."
--Rodney Plimpton, PhD, former Senior Vice President, Human Resources, American Electric Power
"The current economic downturn has focused business discourse on efficiency, measuring systems, downsizing, and other linear top-down measures, but Owen draws from decades of his grassroot experience to prove that passion, responsibility, and self-organizing are the main ingredients of long-term performance."
--Sari Stenfors, PhD, Associate Director, Scandinavian Consortium for Organizational Research, Stanford University
"With characteristic humility Harrison has issued an invitation for authentic leaders to recognize the true nature of how effective organizations work. We have only to decide whether we try to convince ourselves we are still in control or get on the board and become a `wave rider'"
--Phelim McDermott, Co-Artistic Director, Improbable theatre company, London
About the Author
Harrison Owen is President of H.H.Owen and Co. His academic background and training centered on the nature and function of myth, ritual and culture. In the middle '60s, he left academe to work with a variety of organizations including small West African villages, urban (American and African) community organizations, Peace Corps, Regional Medical Programs, National Institutes of Health, and Veterans Administration. Along the way he discovered that his study of myth, ritual and culture had direct application to these social systems. In 1977 he created H.H.Owen and Company in order to explore the culture of organizations in transformation as a theorist and practicing consultant. Harrison convened the First International Symposium on Organization Transformation, and is the originator of Open Space Technology.
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8 of 8 people found the following review helpful
Format:Paperback|Amazon Verified Purchase
The author tells us the book will inevitably be a repetition of his past books in different form, but I do not deduct for that because for me this is the first and only book, and may therefore prove his point: you have to keep telling the story in different forms to reach different segments of the public. I put the book down feeling it was an excellent overview, and feeling no need to acquire and read the other books.
I identify with the author when he notes (without complaint) that his insights that are so mainstream today (at least among the avant guarde) caused him to be labeled as totally lacking in credibility. Been there, done that--called a lunatic by CIA in 1992 for pointing out the urgency of getting a grip on open sources of information.
The author, the founder of the "Open Space" protocol that elicits boundless creativity in very short times by NOT seeking to structure, lead, or control, spends a lot of time on the concept of self-organization, concluding at the very end of the book that EVERYTHING is self-organizing, and all systems that seek to command & control are, by and large, part of the problem, not part of the solution.
I cannot help but read into this book (the author never mentions any political party or ideology) the raw correlation with the Libertarian Party, the Constitution Party, and Ron Paul's constant focus on how the federal government is both broken and out of control.
His early discussion focuses on the importance of:
INVITE instead of command
CIRCLE instead of pyramid
PASSION instead of control
HELPLESS is good; trying to "be" in charge is bad
He stresses that organizational performance is now about global survival, and no organization can carry on as we have in the Industrial Era. He feels that all of our institutions are stretched to the breaking point (see my online piece about "Paradigms of Failure" also in the Preface to Election 2008: Lipstick on the Pig (Substance of Governance; Legitimate Grievances; Candidates on the Issues; Balanced Budget 101; Call to Arms: Fund We Not Them; Annotated Bibliography)).
The author concludes that most deliberate organizing and planning is a waste and also destructive of the natural adaptation that complex systems have inherent in themselves.
I take away one star for the author's believing that Peter Senge is the father of Systems Thinking, neglecting Buckminster Fuller and many others over many generations prior to Fuller.
I have a note that Doug Englebart is the author's counterpart on the technology side, both of them focusing on High Performance Organizations, the author by empowering how people relate to one another, Doug empowering how people relate to information.
The author talks about surfing the wave in terms that make it clear that one cannot "plan" the wave's origin, force, or timing; nor can one "control" the wave when it approaches the beach. One can only "engage" the wave, "surf" the wave, accepting the wave "as is." All very good stuff, and especially in sharp distinction to those who like to say that "We are an Empire, we make our own reality."
The author concludes that "high performance" organizations are those that thrive in and overcome, are the opposite of chaos, confusion, and conflict, using clarity and diversity to achieve wholeness, health, and harmony.
I like the author's focus on how "problem/solution" is too narrow, and am reminded of Voltaire's Bastards: The Dictatorship of Reason in the West as well as everything by Charles Perrow and especially most recently, The Next Catastrophe: Reducing Our Vulnerabilities to Natural, Industrial, and Terrorist Disasters. In this context, I see the author's point when he suggests that systemic thinking calls for the aggregate of all Average men and NOT for a "Great" Man all alone with dictatorial powers.
I absolutely love his observation that Anomalies are NOT anomalies--the fact that we think they are reveals our flawed perceptions and lack of understanding.
As the book draws to a conclusion the bottom line emerges: most breakthroughs are NOT part of any "plan" and indeed do not emerge within the context of the formal organization. Instead they are catalyzed by information interaction that is outside the plan, outside the organization, of the organization but not by the organization.
Open Space Technology (OST) is not really a technology but rather a human process with four principles (who, what, when start and when end is always right), and the law of two feet, encouraging "random" access until "stickiness" leads to congregation.
The author urges the use of OST on real issues, with volunteers rather than "assigned personnel," and lauds its applicability to problems that are very high in complexity and that demand very high diversity of inputs and outputs.
OST produces, and I find the author completely credible on this having been a participant in two events in which Peggy Holman [The Change Handbook: The Definitive Resource on Today's Best Methods for Engaging Whole Systems nurtured OST, four things- high learning (instead of role learning), high play (instead of no play), appropriate structure (instead of overbearing non-essential control), and authentic leadership (instead of rankism).
The author points out, and I find this VITALLY IMPORTANT to the emerging meme of multinational multifunctional information sharing and sense-making, that OST works everywhere, "regardless of culture, religion, ethnicity, economics, education, or any other ....variable."
The author points out that "leadership" is NOT the same as control and should not be confused with control. A "leader" can invite others to understand and to act, but compelling them is NOT leadership. Such leadership, all too characteristic of the top-down hierarchical and stove-pipe systems we have across the US Government and in most corporations today, is actually anti-thetical to self-organization and complex adaptation to rapidly-changing circumstances that our secret intelligence community simply cannot "see" much less "understand."
The final bits of the book that matter to me:
The lifeblood of self-organizing is accurate free-flowing information.
The mental model being applied to that information MATTERS.
The Internet is shifting power from formal to informal [i.e. from state to non-state]. This is one reason I strongly oppose efforts by Congress to legalize the federal take-over of the Internet "in an emergency" (the White House gets to define the emergency).
I remove one star for the author's touting Peter Senge as the inventor of Whole Systems thinking, in modern times it was Buckminster Fuller and in the ancient era Confusious among many others. HOWEVER, on my own web site (Public Intelligence Blog) where I can control stuff without Amazon censoring and distorting, this book will be rated as Beyond 6 Stars for its fundamental insights and easy to grasp wisdom.
See also:
All Rise: Somebodies, Nobodies, and the Politics of Dignity (BK Currents (Hardcover))
The Tao of Democracy: Using Co-Intelligence to Create a World That Works for All
Society's Breakthrough!: Releasing Essential Wisdom and Virtue in All the People
Collective Intelligence: Creating a Prosperous World at Peace
I identify with the author when he notes (without complaint) that his insights that are so mainstream today (at least among the avant guarde) caused him to be labeled as totally lacking in credibility. Been there, done that--called a lunatic by CIA in 1992 for pointing out the urgency of getting a grip on open sources of information.
The author, the founder of the "Open Space" protocol that elicits boundless creativity in very short times by NOT seeking to structure, lead, or control, spends a lot of time on the concept of self-organization, concluding at the very end of the book that EVERYTHING is self-organizing, and all systems that seek to command & control are, by and large, part of the problem, not part of the solution.
I cannot help but read into this book (the author never mentions any political party or ideology) the raw correlation with the Libertarian Party, the Constitution Party, and Ron Paul's constant focus on how the federal government is both broken and out of control.
His early discussion focuses on the importance of:
INVITE instead of command
CIRCLE instead of pyramid
PASSION instead of control
HELPLESS is good; trying to "be" in charge is bad
He stresses that organizational performance is now about global survival, and no organization can carry on as we have in the Industrial Era. He feels that all of our institutions are stretched to the breaking point (see my online piece about "Paradigms of Failure" also in the Preface to Election 2008: Lipstick on the Pig (Substance of Governance; Legitimate Grievances; Candidates on the Issues; Balanced Budget 101; Call to Arms: Fund We Not Them; Annotated Bibliography)).
The author concludes that most deliberate organizing and planning is a waste and also destructive of the natural adaptation that complex systems have inherent in themselves.
I take away one star for the author's believing that Peter Senge is the father of Systems Thinking, neglecting Buckminster Fuller and many others over many generations prior to Fuller.
I have a note that Doug Englebart is the author's counterpart on the technology side, both of them focusing on High Performance Organizations, the author by empowering how people relate to one another, Doug empowering how people relate to information.
The author talks about surfing the wave in terms that make it clear that one cannot "plan" the wave's origin, force, or timing; nor can one "control" the wave when it approaches the beach. One can only "engage" the wave, "surf" the wave, accepting the wave "as is." All very good stuff, and especially in sharp distinction to those who like to say that "We are an Empire, we make our own reality."
The author concludes that "high performance" organizations are those that thrive in and overcome, are the opposite of chaos, confusion, and conflict, using clarity and diversity to achieve wholeness, health, and harmony.
I like the author's focus on how "problem/solution" is too narrow, and am reminded of Voltaire's Bastards: The Dictatorship of Reason in the West as well as everything by Charles Perrow and especially most recently, The Next Catastrophe: Reducing Our Vulnerabilities to Natural, Industrial, and Terrorist Disasters. In this context, I see the author's point when he suggests that systemic thinking calls for the aggregate of all Average men and NOT for a "Great" Man all alone with dictatorial powers.
I absolutely love his observation that Anomalies are NOT anomalies--the fact that we think they are reveals our flawed perceptions and lack of understanding.
As the book draws to a conclusion the bottom line emerges: most breakthroughs are NOT part of any "plan" and indeed do not emerge within the context of the formal organization. Instead they are catalyzed by information interaction that is outside the plan, outside the organization, of the organization but not by the organization.
Open Space Technology (OST) is not really a technology but rather a human process with four principles (who, what, when start and when end is always right), and the law of two feet, encouraging "random" access until "stickiness" leads to congregation.
The author urges the use of OST on real issues, with volunteers rather than "assigned personnel," and lauds its applicability to problems that are very high in complexity and that demand very high diversity of inputs and outputs.
OST produces, and I find the author completely credible on this having been a participant in two events in which Peggy Holman [The Change Handbook: The Definitive Resource on Today's Best Methods for Engaging Whole Systems nurtured OST, four things- high learning (instead of role learning), high play (instead of no play), appropriate structure (instead of overbearing non-essential control), and authentic leadership (instead of rankism).
The author points out, and I find this VITALLY IMPORTANT to the emerging meme of multinational multifunctional information sharing and sense-making, that OST works everywhere, "regardless of culture, religion, ethnicity, economics, education, or any other ....variable."
The author points out that "leadership" is NOT the same as control and should not be confused with control. A "leader" can invite others to understand and to act, but compelling them is NOT leadership. Such leadership, all too characteristic of the top-down hierarchical and stove-pipe systems we have across the US Government and in most corporations today, is actually anti-thetical to self-organization and complex adaptation to rapidly-changing circumstances that our secret intelligence community simply cannot "see" much less "understand."
The final bits of the book that matter to me:
The lifeblood of self-organizing is accurate free-flowing information.
The mental model being applied to that information MATTERS.
The Internet is shifting power from formal to informal [i.e. from state to non-state]. This is one reason I strongly oppose efforts by Congress to legalize the federal take-over of the Internet "in an emergency" (the White House gets to define the emergency).
I remove one star for the author's touting Peter Senge as the inventor of Whole Systems thinking, in modern times it was Buckminster Fuller and in the ancient era Confusious among many others. HOWEVER, on my own web site (Public Intelligence Blog) where I can control stuff without Amazon censoring and distorting, this book will be rated as Beyond 6 Stars for its fundamental insights and easy to grasp wisdom.
See also:
All Rise: Somebodies, Nobodies, and the Politics of Dignity (BK Currents (Hardcover))
The Tao of Democracy: Using Co-Intelligence to Create a World That Works for All
Society's Breakthrough!: Releasing Essential Wisdom and Virtue in All the People
Collective Intelligence: Creating a Prosperous World at Peace
3 of 3 people found the following review helpful
By David
Format:Paperback
Harrison Owen hits his stride with this book about applying the technique of Open Space Technology to achieving breakthrough organizational performance. Leaders and managers in any organization seeking to achieve high performing systems need look no further than Owen's application of self-organizing principles to organization change and growth. For those who dare to give it up to the process of open space they will be infinitely rewarded. Owen's storying telling style works well throughout "Wave Rider," setting the reader at ease and giving him/her a peek into the uncertain, but powerful world of self-organization as an instrument of change and improvement.
2 of 2 people found the following review helpful
By M. McCarthy
Format:Paperback
I am a big fan of Open Space and all of Harrison Owen's work! This book takes it all to the next level.
Most Recent Customer Reviews
3.0 out of 5 stars
Fantastic start but very poor continuation
I was looking very much forward to reading The Wave Rider by Harrison Owen. Harrison Owen is probably best known for creating Open Space Technology and his wonderful book related... Read more
Published 26 days ago by Bas Vodde
5.0 out of 5 stars
Ahead of its time
...which of course is the point. A practical guide for those who can see a better future when most others aren't looking beyond the present, Wave Rider is a rather quick and... Read more
Published 5 months ago by Lauren
5.0 out of 5 stars
Hallelujah.
The quality of Harrison's writing continues to ring true if for no other reason than he is consistently singing the same song. Read more
Published on February 24, 2009 by Dh Lebel
5.0 out of 5 stars
A deeper understanding of Open Space Technology
Harrison Owen seriously extends his thinking and writing about self-organizing systems, well beyond his earlier works on Open Space Technology. Read more
Published on January 8, 2009 by Fr. Brian Bainbridge
5.0 out of 5 stars
Time to Surf
As so many assumptions about how our world works are changing, it is critical to re-think how we do what we do. Read more
Published on December 21, 2008 by Peggy Holman
