Larry explained that Open Space Technology was the best means of meeting when: an existing organization needs reenergizing; creative planning needs to be done quickly; challenges are present that need immediate action; communication needs to improve; a wide variety of issues need to be dealt with; opportunities for the future need to be explored; vision and structure need to be developed quickly; individual interests within a group appear to be quite diverse.

He also did a check with the group to be sure that specific outcomes were not predetermined and that existing leadership was willing to make changes as a result of the event. If either of these conditions was not met, Open Space would not be used. Birgitt then began the Open Space meeting. There are several features to an Open Space meeting. Chairs are arranged in a circle to facilitate communication and there are no tables. The role of the facilitator is to open the space and to hold safe space open.

Birgitt acknowledged the potential for leadership in every person. She pointed to the blank wall stating that it represented the agenda and then made it clear that the agenda is created by the people in the room. She focused on passion and responsibility, the two keys to a successful meeting. Without passion, enthusiasm for an idea would soon wane, and without responsibility, there is risk that the ideas would never move forward.

Birgitt outlined the four principles and one law for conducting an Open Space meeting, to enable participants to stay focused on the event at hand and to acknowledge that the wisdom to resolve the issues is present in the room. The four principles:

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

The Law of Mobility states that if persons find themselves in situations where they are neither learning anything or contributing anything, they are responsible for moving to an- other place, for example to another group meeting. The principles and law enable people to participate in ways that are more meaningful to them.

Having explained the process, Birgitt opened the meeting to let the group create the agenda, sign up for the topics of discussion that interest them and then she and Larry got out of the way. The group self-managed the discussions and produced a report at the end of every discussion that was immediately input into a computer and printed and posted on the wall for all to read as more discussion groups continued. Birgitt and Larry worked behind the scenes to enable the report entries and to save a copy of every report to be compiled as a "book of proceedings."

The 17 topics posted for this meeting (not in any order of priority) that were discussed were: human resources, CCLOW and the private sector, development of a respected publication, partnerships and relationships with other organizations networking, organizational structure and membership, use of technology/on-line meetings, major functions of a national organization for women's learning, technology as an operating tool, learning new technology, images of the "goddess," project-based funding, what is our mission - who will we serve and how, fund-raising, representation of all provinces and territories, marketing, advocacy on women's educational issues. (A book of proceedings is available from the office; it lists the topic, the leader, and participants and summaries of the discussion with follow-up action and needed resources.) Obviously there were more ideas than could realistically be developed but it was empowering to review the list of possibilities.

Birgitt gathered the group into a circle at the end of the second day for a closing of the "open space" signaling an end to that part of the process. Participants had the opportunity to make comments and comments were filled with enthusiasm about all that had been identified and discussed. All participants were clear and strong and excited about the future of CCLOW. The relief and happiness in the room were palpable. The organization would be different, more streamlined in scope, but it still had important work to do.