OPEN SPACE TECHNOLOGY AND WORLD CAFE METHOD FOR URBAN SHARING LIFESTYLES_IO3 by Peppino Franco

Guide: OPEN SPACE TECHNOLOGY AND WORLD CAFE METHOD FOR URBAN SHARING LIFESTYLES

OPEN SPACE TECHNOLOGY AND WORLD CAFE METHOD FOR URBAN SHARING LIFESTYLES This project has been funded with support from the European Commission. This communication reflects the views only of the author, and the Commission cannot be held responsible for any use which may be made of the information contained therein.

Contents Introduction ............................................................................................................................................ 4 Chapter 1: Open Space Technology ........................................................................................................ 5 1.

Introduction: What is Open Space Methodology? .................................................................... 5

Its history ................................................................................................................................... 6

Its philosophy ............................................................................................................................. 6

The four Principles of OST.......................................................................................................... 6

How does the OST work? ........................................................................................................... 7 5.1 Setting up an Open Space Event : A step-by-step guide ........................................................... 8 5.2 The Open Space process ......................................................................................................... 11 5.3 Summary of OST...................................................................................................................... 13

Examples of Open Space meetings .......................................................................................... 15

Chapter 2. OST for Urban Sharing Lifestlyes ......................................................................................... 16 1.

Introduction to OST for Urban Sharing Lifestlyes .................................................................... 16 1.1 Successful policy making and role of OST ............................................................................... 16 1.2 Case studies............................................................................................................................. 17

OST- A tool to develop the urban areas in another way ......................................................... 19 2.1 OST is collaboration ................................................................................................................ 19 2.2 OST is self-organisation ........................................................................................................... 19 2.3 Case studies............................................................................................................................. 19

OST conferences ...................................................................................................................... 20 3.1 Case studies............................................................................................................................. 20

Conclusions .............................................................................................................................. 23

Chapter 3: World Café Methodology .................................................................................................... 24 1.

The origin of World Café .......................................................................................................... 24

What is the World Café methodology? ................................................................................... 24 2.1 Features of World Café ........................................................................................................... 26

World Café Principles ............................................................................................................... 27

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3.1 Principle 1: Set the Context..................................................................................................... 28 3.2 Principle 2: Create Hospitable Space ...................................................................................... 28 3.3 Principle 3: Explore Questions That Matter ............................................................................ 30 3.4 Principle 4: Encourage Each Person’s Contribution ................................................................ 31 3.5 Principle 5: Connect Diverse People and Ideas ....................................................................... 32 3.6 Principle 6: Listen Together for Patterns, Insights and Deeper Questions ............................. 33 3.7 Principle 7: Make Collective Knowledge Visible ..................................................................... 33 4.

Conclusion ................................................................................................................................ 35

Chapter 4: World Café Methodology for Urban Sharing Lifestyles ...................................................... 36 1.

Introduction ............................................................................................................................. 36

World Café roles ...................................................................................................................... 36

World Café Etiquettes or Guidelines ....................................................................................... 39

How to Create a Café Ambiance .............................................................................................. 40

Some supporters of the World Café Methodology in Urban Lifestyles ................................... 42

Examples of successful use of World Café Methodology in Urban Lifestyles ......................... 45

Conclusion ................................................................................................................................ 48

References ............................................................................................................................................ 49 Web Content ......................................................................................................................................... 50 Credits ................................................................................................................................................... 51

OPEN SPACE TECHNOLOGY AND WORLD CAFE METHOD FOR URBAN SHARING LIFESTYLES

INTRODUCTION This interactive Guide introduces two innovative tools to deal with today’s complex issues and especially to enhance Urban Sharing Lifestyles. It deals with Open Space Technology and World Café Method. The underlying conviction is that a way of re-thinking and discussing current lifestyles that, in many instances, appear to be unsustainable, is linked to the adoption of new forms of collaboration. However, a substantial change in this direction requires new and innovative approaches that are multidisciplinary in nature and that operate on multiple organisational levels. Today’s problems need to be dealt with more effectively and efficiently than conventionally because of the complex socio-economic panorama and because of the fragmented and variegated social needs that societies are called to respond to. The two methodologies explored in this Guide seek to stimulate a critical thinking about the main project topics: urbanisation, active citizenship, sustainability and consumerism. The partnership considers these approaches as a powerful way to involve and activate the citizenship in urban areas – a relevant way to debate about important topics in effective, non-formal, ways. The Guide introduces first the Open Space Technology (OST) or the Open Space methodology (chapter 1), a new method for hosting conferences, or ‘unconferences’ as they are sometimes referred to. OST is an innovative way to host conferences or large scale meeting in which the standard speaker-audience set up has been completely replaced by a format in which the participants control the agenda and contribute evenly. The Open Space methodology allows conferences to work effectively with larger groups than conventional conferences and allows people to communicate and contribute regardless of background or job role, creating a high level of commitment and networking across traditional boundaries. Open Space Conferences have shown to lead to much deeper, multi-level understandings of the issues at stake as well as new ideas about the way forward from multiple perspectives than in conventional conference formats. Chapter 2 relates Open Space Technology to Urban Sharing Lifestyles by exploring its effectiveness in dealing with complex, transformative issues. The Guide also introduces the World Café Method (WCM) (chapter 3), a structured conversational process with the intent of facilitating open discussion, linking ideas within a larger group structure to access the collective wisdom or “collective intelligence” in the room. WCM is centred around the idea of participants moving between a series of tables where they continue discussions in response to a set of predetermined questions, focussed on specific goals. A cafe ambience is created in order to facilitate the process of open conversation in a less formal setting than regular meetings. In World Cafe the focus is on exploring and innovating around themes rather than on problem-solving. This format has been principally designed as a space for creative and open thinking and is not suited to a scenario where there are predetermined answers or solutions. The World Cafe methodology can also be utilised for Urban sharing lifestyle examples by bringing together people from multiple backgrounds to discuss questions around urban sharing ideas, problems and solutions. In chapter 4, World Cafe Method for Urban Sharing Lifestyles, we explore the many applications of this methodology in urban sharing contexts.

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OST Video – Inova 1. INTRODUCTION: WHAT IS OPEN SPACE METHODOLOGY? The Open Space Methodology or Open Space Technology (OST) is an innovative way to conduct conferences by turning the traditional method of organising meetings on its head. The standard speaker-audience setup has been replaced by a postmodern approach which invites all of the conference participants to become presenters. There are no scheduled speakers, no predetermined agendas and most importantly there is no hierarchy or pecking order. The emphasis in OST is on universal participation as everybody at an Open Space conference has the chance to participate on an equal footing. (1) It is for this reason that Open Space conferences are often referred to as ‘unconferences’. Open Space Technology is a new method for working effectively with large groups (8) – 200 participants on average) which has expanded in a variety of countries to date, particularly with regards to complex issues, such as: future planning, environmental issues, transformative changes etc. In OST, a simple but effective framework has created the right conditions for a dynamic process of discussion and cooperation; every single participant who contributes with their experience and knowledge influences the end result. Because people in an Open Space Conference all participate actively and talk to one another regardless of background or job role, it creates a high level of commitment among participants and greater levels of networking across traditional boundaries. Because of these factors, Open Space Conferences usually result in a much deeper, multi-level

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understanding of the issues at stake as well as new ideas about the way forward from multiple perspectives. (1) 2. ITS HISTORY Open Space Technology was first described by Harrison Owen, author and founder of Open Space Technology. in the 1980s. After organising a conference, he discovered that the participants found the coffee breaks the most interesting part of the programme, in which much more creative meetings were taking place. The really important conversations had happened in between the official programme. Owen went on to perfect a meeting method in which the ‘coffeebreak’ became the key element. The secret of the success of the coffee break lies in the fact that you talk to those you enjoy talking to, about topics you care about, and for as long as it is interesting enough – and if that is no longer the case, you leave. OST is thus a method in which a simple structure provides a framework in which the ‘coffeebreak’ has been perfected to achieve impressive results. The capacity of organisations is only partially with its leadership: it is also spread across a large number of persons or stakeholders. Due to the increasing pace and complexity of today’s problems, the time available to reach solutions is shortening while the need to create a support base for complex solutions and implementation strategies is growing. For these reasons, the popularity of OST as a tool to quickly find solutions to complex issues where many participants are involved is growing. (1) The subject of the conferences has ranged from peace building to corporate retreats to name just a couple of applications.

3. ITS PHILOSOPHY OST is based on the belief that participants will contribute effectively in solving problems if the problem is clear and important to them and if there is an “Open Space” to organise themselves within the given framework. It is based on the notion that participants in the meeting will work energetically and effectively to find solutions when the challenge is clear and held to be important by all and when a clear framework has been created in which they can organize themselves. All participants might influence the agenda and the end result is an opportunity as well as a responsibility for all. (2) OST can also be an effective tool for finding solutions to unclear problems, by exploring the many different issues at one time.

THE FOUR PRINCIPLES OF OST

The Open Space Methodology operates on four principles: Whoever comes are the right people - You do not need lots of people; just the right people. For good conversation, you only need another person who shares your passion. Participation in OST has to be voluntary – only those who care about the topic are going to be active and contribute

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effectively during the activity. It can also happen that no one attends a particular group or session. (1) Whatever happens is the only thing that could have happened - This principle is all about letting go of expectations. It reminds participants that even though sometimes you think you know what the answer ought to be, there are other people in the room with different ideas and perspectives. Be relaxed about this fact and let the conversation flow. (4) Whenever it starts is the right time - Creativity does not happen according to a schedule. The real impact of this principle is to serve as an important notice about the nature of creativity and spirit. Both are essential and neither pay attention to the clock. They will appear (or not) in their own time, which by definition means it is the right time. So all parties need to be advised that just because a meeting is scheduled for a certain time, there is no guarantee that anything useful will take place at that moment. Whenever it does will be the right time. (1) When it’s over, it’s over - If it is done within 10 minutes, move on. If it is not over, keep going until you’re done. This principle reminds participants that we can never know how long it will take to resolve an issue, once raised, but that whenever the issue or conversation is finished, move on to the next thing. Don’t keep going over the same topic just because there’s half an hour left of the session. Do the work, not the time. (5)

5. HOW DOES THE OST WORK? In Open Space Conferences, the central issue is usually identified in a preparation meeting. Both the issue as well as the invitation are formulated in such a way that those who are invited and inspired and focussed. The invitation also clearly signals that the meeting will be unlike other meetings or conferences. At the start of an Open Space Conference, participants sit in a circle without any tables. The host or facilitator makes a brief opening statement indicating the focus of the meeting and asking for their help. The facilitator then creates the Open Space and explains the framework. Participants then make the agenda, posting those items which they feel are the most important to them personally. These can be ideas, proposals, problems, questions, solutions, hopes and worries, technical and practical issues and so on. When the agenda is ready, participants decide what issue they want to discuss, sign up and start. After all discussions have been finished, a report is created and handed out to all, providing a good basis for later decision-making and follow-up. After the Open Space Conference, this report is analysed and follow-up actions are planned, as far as this has not been done yet during the conference itself. If and when the Open Space Conference lasts more than one day, prioritisation and action planning are done by the whole group. (3) This less rigidly structured approach to holding conferences is supposed to allow for high levels of creativity and for topics to be discussed in much greater detail. The Open Space methodology is deemed for everybody to contribute and present which means that multiple perspectives will be taken into account; this often leads to the creation of constructive debate which is a component that is often missing from traditional conference formats. Self-organisation, creativity, resourcefulness, and self-confidence are some of the skills that are immediately elicited from taking part in this type OPEN SPACE TECHNOLOGY AND WORLD CAFE METHOD FOR URBAN SHARING LIFESTYLES

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of unconference. Not only can one benefit from the knowledge imparted by diverse groups of people but one can also develop several soft skills. This might not be the case during the traditional conference set-up. This means that the advantages of providing an alternative to passive conferences are two-fold. The difficulty comes in getting people to open up to the methodology and take the first daunting steps towards contribution. This fades once the first participant takes the floor; and then the agenda quickly starts to fill with ideas from the crowd. Another possible obstacle is the potential clash of discussion groups; this can be overcome through the possibility of negotiating the agenda and swapping time slots. (3) THE LAW OF TWO FEET If, during the course of the meetings, any person finds themselves in a situation where they are neither contributing nor learning, they should use their two feet and find a more productive discussion. As a result of this law, participants who like to hear themselves talk risk finding themselves alone for ten minutes as the others leave. Discussions which are not productive enough tend to stop quickly. (2) 5.1 SETTING UP AN OPEN SPACE EVENT : A STEP-BY-STEP GUIDE

1. Preparation Topic: what do you want to accomplish? This is best stated in a question. Participants: Who should come, and how do you get them there? The answer is: whoever cares, and the fact of their caring will be sufficient to insure their attendance. The right people for an Open Space Event are the ones who want to come. Voluntary self-selection is the rule. How many? The issue is quality and not quantity OST has worked effectively with groups from 5 to 500. The real question is how many you need to get the job done. Responsibilities: assign work only to those who care to do it.

2. The invitation Providing the agenda is not only unnecessary, it is impossible. What do you need in the invitation? Make people curious about the issue, catch the attention, and stimulate the imagination of potential guests. Donâ&#x20AC;&#x2122;t forget to notify them that an Open Space meeting will be unlike previous conferences they have been to.

3. Space and time

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Space Almost anything will work. There is no "perfect”, "ideal," or generically optimal space and time for Open Space. For example, a nice open room without any furniture or tables with a big panel with the title of the meeting e.g. Title: “How to create an active community” will suffice.

Time How much time do we need for Open Space? • One hour for a minimum (very small gathering). • One full day to really get into the spirit of things. However, Open Space events have been known to last for two or three days, when, for example, there are a high number of participants or very complex subject matter. The choice therefore, between a one-, two-, or three-day event depends entirely on the results required.

4. The facility staff The job of the facilitator is to create time and space in which the group can realize its potential, the facilitator will be totally present and absolutely invisible. A facilitator starts the meeting by explaining briefly how to decide which is the topic to be discussed and how the system works and is often there to get the ball rolling.

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Open Space Technology: Facilitation

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5.2 THE OPEN SPACE PROCESS 1. Initiation     

The initiation has 4 stages: State the theme Describe the process Open up the Market Place Create the bulletin board

In groups of fewer than 150 participants, the initiation process takes 1 hour on average. By the end of that hour, people should know what they are doing and will have created the agenda. 2. Create the bulletin board The Agenda creation process:   

On a piece of paper, provided by the facilitator (usually on the floor in the middle of the open space) the participant will put their name, and the topic they wish to explore. It may sometimes be necessary to describe the idea and introduce themselves and their session to the other participants. Then, this idea can be placed onto the bulletin board.

3. Open the Market Place   

When participants decide they wish to pursue a particular theme, they give it a short title and post it on the board. Any other participant who would like to join in that particular exploration just signs up. After a little negotiation at the market place, the time and places are arranged, after that it is up to whoever wants to attend the sessions to turn up.

(Example of an Open Space Agenda) 4. Sessions The sessions start and all participants are free to decide which topic they would like to participate in. During the course of the day, several different group sessions are working simultaneously. These groups are entirely autonomous and following the initial Open Space facilitation, there is little support needed.

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Everyone is free to decide to participate in a session, or to move to another session if interested. The sessions generally are very varied and different situations develop. Some groups have long discussions while others finish quickly. Some groups contain a large number of participants while another may contain just a few. Some participants may frequently change groups depending on how the direction of the conversation. Participants may also decide to have a break and leave the group to have coffee or some food, which are available any time. 5. Reporting At the end of each session, the groups prepare short reports about the discussions and proposals. All the different proposals are then collected in a final report that should be available online after the end of the meeting or in some cases sent to relevant parties. Conditions for using OST Other methods to work with large groups have been developed, and it is important to select the right one. OST is by far the most effective of these, but only if four conditions are in place;   

There is a clear and important problem/question; Which is complex, either content wise, there are different views/interests – or both; The solution is unknown;

There is a certain time pressure. If these conditions are not met, another approach may be more viable.

Results There are 3 types of result of OST

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 

Content wise, all relevant issues are identified and discussed – as many groups work in parallel, many can be dealt with in a short time. All conclusions are processed and copied to all immediately, which makes follow-up easy and quick. Intensive networking takes place, participants talk to others they normally would not connect with. Participants feel responsible for the results, and motivation and the drive to carry on are created. Some of the inspiring side effects that have been regularly noted are happiness, hard work feeling like play, surprising results, as well as fascinating new questions.

5.3 SUMMARY OF OST To summarise Open Space Technology, it is an effective methodology for collaboration, and a useful tool for developing fast solutions to complex problems. Active participation is encouraged through OST as all conference members have an equal footing to contribute to topics and are able to formulate ideas simultaneously. The large structure of OST means that the issues being discussed often effect and are affected by most of the participants, providing a large incentive for all those concerned. . This structure also means that OST has the ability to unite groups of diversity in terms of social position, ethnicity, education and culture. Open space events are easy to run and manage, as well as being an amazingly powerful way of exploring complex issues. What it does best is to draw out all those who are truly passionate about an issue or subject, leading to results that can lead to significant changes such as social change. To recap, the overarching features of OST are:

Responsibility & participation Everybody has the right and responsibility to place items on the agenda, which allows the unspeakable to be spoken.

Unite groups A strong point of Open Space Technology is its ability to unite groups of enormous diversity in terms of education, ethnicity, economics, politics, culture, social position, or all of the above.

Useful discussion OST it is a tool to promote useful discussion among the several groups.

Over agenda

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OST overcomes the problem that only those things officially on the agenda could be discussed. The rest remained unspoken, and possibly unspeakable.

Large groups It is possible to discuss in large groups 5 to 500 people, and in some cases even larger.

Strength of differences Open Space Technology thrives in areas of conflict and confusion - with people speaking in different languages and coming from different cultures. Hereâ&#x20AC;&#x2122;s a really good animated short film about the Open Space methodology and how it works....

by Steve Pashley, YouTube Video, How Open Space works , published on 26 Nov 2012

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EXAMPLES OF OPEN SPACE MEETINGS

Here are some useful video resources highlighting OST: The Art of Hosting Open Space

Open Space Technology â&#x20AC;&#x201C; the power of self-organisation

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INTRODUCTION TO OST FOR URBAN SHARING LIFESTLYES

In this chapter we concentrate on how tools like the Open Space Technology (OST) can help sustainable development processes and collaborative practices in urban areas. As already outlined in this work, such tools can be used among others to stimulate active citizenship, to rethink consumerism, and to solicit sharing lifestyle. To start with, Europe is one of the most urbanised places in the world. Actually, more than 75% of the European population lives in cities. To improve the lives of people who live in cities, it might be useful to tap into the opportunities presented by the sharing economy (SE). As already indicated, it deals with an economy based on “access over ownership” and decentralized networks of people connected by new technologies. This is a noble goal: the SE can help the environment, save costs and foster closer community relationships. However, there are many obstacles too. One of the most difficult challenges that must be overcome is a traditional way of deciding and making policies. (April Rinne, Four steps to improve our cities, 6 April 2016)

David Bollier - The City as a Commons A key element in the development of the SE in cities is drafting policy strategies and perspectives that take into account the potentialities of this kind of economy and facilitating citizens’ involvement into the processes. Many cities in the world are not fully aware of what the SE is. It is necessary to educate citizens, social innovators and policy makers to the opportunities that the SE brings for urban development. The use and fruition of common goods like public spaces, air and water are seen as obstacles by existing legislation. Many Urban Sharing lifestyle initiatives like urban gardening, urban wilds and land trust communities cannot develop because of that. The policy challenges for the SE have deep and complicated roots, but they are also solvable. But how can we ensure participation in the formation and deliberation of a policy? 1.1 SUCCESSFUL POLICY MAKING AND ROLE OF OST

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OST is an approach for facilitating conferences, meeting, workshops or any other type of gathering which have the following characteristics:    

Highly complex issues Highly diverse groups Potential for conflict A fast decision time

What are possible applications of OST to promote urban sharing lifestyle? What is the format suitable for? When you need to debate a difficult topic – getting the affected parties together in one place for a group discussion For strategic planning – setting of targets and planning for future actions When there is a need to share or pass on knowledge and experience When there is a need for a group discussion on a “hot” topic When there is a need for networking between different groups (big or small) For team-building, through discussions and networking 1.2 CASE STUDIES 1.2.1 DEVELOPING A COLLABORATIVE ECONOMY ACTION PLAN The City Council of Barcelona asked for democracy activism for policy recommendations regarding the SE.They crowdsourced a sharing economy policy framework through a series of in-person and online interactions with a range of stakeholders, including city residents, representatives of sharing economy initiatives, and municipal authorities. First, they built an incubator system for funding new initiatives that they were more in favour of. The second layer of the ecosystem was Procomuns. Procomuns started as an event in March 2016 to gather proposals for policy recommendations for the city council. Four hundred people participated, and spent three days discussing how the city council could support a commons development, and a collaborative economy. The event resulted in the Procomuns declaration with 120 policy recommendations. Source: Procomuns (by Anna Bergren Miller, Barcelona Crowdsourced its Sharing Economy Policies. Can Other Cities Do the Same?, Sharable) Video: Commons Colaborative Economies Procomuns: Commons Collaborative Economies and Public Policies

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1.2.2 PARTICIPATORY BUDGETING (PB) AND PUBLIC CONSULTATIONS There is a specific application of OST to discuss local priorities, local investments and local development directly with citizens in their neighbourhood, in their cities. Through a process called “participatory budgeting”, residents of thousands of cities around the world are deciding how to spend taxpayer money. Through this process, community members directly decide how to spend part of a public budget. This sounds simple, but it is not. Budgets are complex entities, and it takes a lot of time and support for ordinary people to make wise spending decisions. For this reason, participatory budgeting generally involves a year-long cycle of public meetings. Community members discuss local needs and develop project proposals to meet these needs, and then invite the public to vote on which projects get funded. Source: How to star participatory budgeting in your city Public consultation is a regulatory process by which the public's input on matters affecting them is sought. Its main goals are in improving the efficiency, transparency and public involvement in largescale projects or laws and policies. It usually involves notification (to publicize the matter to be consulted on), consultation (a two-way flow of information and opinion exchange) as well as participation (involving interest groups in the drafting of policy or legislation). Source: Wikipedia 1.2.3 PARTICIPATORY BUDGETING IN THE CITY OF KRAKOW, POLAND 2016 edition This case study shows that a deliberation process needs time but it works and makes citizens more and more active and closer to their neighbourhoods. Participatory budgeting (PB) helps people to reflect on their needs, lifestyle and their role and the power in society. The aim of the pilot project was to initiate a more open dialogue between residents and local government about spending on the part of the budget. This seems quite necessary for the effective management of public funds. In Krakow city (more than 700.000 inhabitants), PB was implemented at the district level. This form of consultation brings many benefits. District Councillors could gain knowledge about the real needs of the residents and have an opportunity to meet directly their electors and neighbours. Residents of the district were invited to participate in some open public consultations. The citizens indicated the problems to face in their district and notify solution proposals. These proposals were included in the budget planning and after formal and legal verification, were voted by district's residents with a very high turnout in final voting. Selected projects will be developed by the District Council as priority investments. Short and long term social effects:  

The central role of the citizen in local policy planning; Activation of public participation in the district;

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The interest of the pilot project in that district was high because of the Polish condition of a low public participation society. In every meeting there were dozens of people present. The voting process took one week. More than one thousand inhabitants voted. In the final voting on project proposals in Bronowice district - 644 voted, in Zwierzyniec district â&#x20AC;&#x201C; 1815 voted. 2.

OST- A TOOL TO DEVELOP THE URBAN AREAS IN ANOTHER WAY

2.1 OST IS COLLABORAT ION Open Space Technology is an effective methodology for collaboration and can be a useful tool for developing community based solutions to urban sharing problems. Active participation is also greatly encouraged as all community members have an equal footing to contribute to topics and are able to formulate ideas as a community. Due to this base of collaboration, OST is also a great platform to build a strong, connected group of proactive members; an ideal situation to activate urban sharing. The large group structure of OST also means that when a community is discussing something that involves the entire community, it can literally involve a large proportion, if not the entire community. OST has also the ability to unite groups of diversity in terms of social position, ethnicity, education and culture. This equates to a multi-level perspective on potential urban sharing ideas and solutions. Open space is surprisingly easy to run, as well as being an amazingly powerful way of exploring complex issues. What it does best is to draw out all those who are truly passionate about an issue or subject. The transition network discusses open space as a key tool for organising meetings based on transitional thinking, for example: the transition from todayâ&#x20AC;&#x2122;s mode of consumption to a means of collaborative consumption may be an example of what the open space methodology can be used for. Source: Surviving the future 2.2 OST IS SELF-ORGANISATION As a principal the Open Space event is based on self-organisation. We can observe some parallel model of self-management in cooperatives movements around urban areas. They are pillars of the SE. Those movements and their initiatives often meet the needs where the public administration fails. These movements are highly prized in social innovation process and shape new urban reality.

Video: Right to the City Urban Commons Right to the city 2.3 CASE STUDIES Open Project Night is held at Impact Hub Brixton every Monday evening from 6.30-10.30pm. Everyone is welcome. Organiser: Impact Hub Brixton is part of a global network of 82 Hubs. It all started in 2005 when a group of students and entrepreneurs came together with a dream of creating a space that made them want to come to work. An office with an inspiring community, a happy space, and a shared sense of purpose.

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Open Project Night Open Project Night, open to anyone, has three levels. The ground floor is for project discussions, pitching and advice; the middle floor is a free space for anyone to work individually or in groups on ongoing social projects, and the top floor is open to any group to host an informal event based around a specific project. 3.

OST CONFERENCES

OST conferences can last from just a few hours (if the topics are resolved quickly) to a maximum of a few days and can consist of anything from 5 to over a thousand participants. OST’s maximum participant number is actually only limited by logistical concerns, such as the actual space for the conference and the amount of people who can be in the support team. Previously, around 500 people were considered the upper limit of OST. In recent years, this figure grew to around a thousand as the Open Space methodology became more widely used for large conferences. The largest Open Space conference so far, organised by two teams of facilitators; Peggy Holman/Andrés Agudelo in Colombia and Michael M Pannwitz/Harrison Owen in Germany, facilitated events of more than 2,000 people. The Open Space conference in Columbia consisted of a staggering 1,700 street children and 300 adults in Bogotá. The potential of OST conferences are manifold. There is a huge list of reasons to organise an Open Space conference, including:       

Change processes in societies Rural, urban or regional development Critical group decision making Networking/collaborative learning processes Consolidation of peace processes Educational development Collaborative initiatives

3.1 CASE STUDIES 3.1.1 People Space 4 | Mobility, Mood and Place: Habitats for Happy and Healthy Ageing The main themes of the conference were: • • • •

Healthy, happy and active ageing Co-designing the built environment with mobility in mind Experiencing mobility Health, mobility and place through the life course

3.1.2 People Space | an international conference on inclusive environments Wednesday 27th October – Friday 29th October 2004 This was our first conference. It took place over three days in The Hub, Edinburgh. OPEN SPACE TECHNOLOGY AND WORLD CAFE METHOD FOR URBAN SHARING LIFESTYLES

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The main themes of the conference were:    

Children and young people Disability and social inclusion Health and restorative environments Tourism and leisure

Source: Open Space Conferences 3.1.3 OPEN :2017 PLATFORM COOPERATIVES During the event OPEN :2017 Platform Cooperatives a two day conference on the collaborative economy, February 16-17: Goldsmiths, University of London, participants discussed the crucial role of cooperatives in sharing economy and sustainable development of the modern, urban, society. The first event of its kind in the UK, explored how collaborative software and cooperative ownership models are being combined to create this new economy. Bringing together businesses, NGOs and civil society, Open presented an opportunity to meet and discuss the structure, challenges and opportunities of a truly collaborative economy. The event was dedicated to all interested in cocreating our collective future. The conference was organised by The Open Co-op LLP, a partnership between United Diversity, Focal Point Marketing and Events and Defacto Design. The Co-op was founded in 2004 with the purpose of “building a world-wide community of individuals and organisations committed to the creation of a collaborative, sustainable economy”. During the event took a place different OST sessions. More information SESSION 1: THE MARKETPLACE OF IDEAS: INTRODUCING THE CONFERENCE OPEN SPACE DURING Title: The marketplace of ideas: introducing the conference open space during When 16th February 2017, 11:45 am-12:45 pm The purpose of OST was to let people participate and bring their session proposals and ideas to discuss together during this event. All interested participants could make the session proposals online, before the event. Then, during this session, the people that made proposals (in advance and on the day, a maximum of 30), were invited to give a 1 minute pitch to explain what they want to do. The audience then voted for their favourites and the 14 sessions with the most votes were added to the programme. SESSION 2: SUPPORTING THE SELF EMPLOYED AND GIG WORKERS AND BREADFUNDS.

Title: Supporting the Self Employed and gig workers and Breadfunds. This session combines these open space proposals:

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1. Self-employed people do not get sick pay. Bread Funds are small groups of self-employed people who support each other if unable to work. Stir to Action magazine has an article on them. Web site: www.breadfunds.uk 2. Supporting the Self Employed and gig workers. In New York in the USA, they have passed a Freelancing Isnâ&#x20AC;&#x2122;t Free Act to guarantee a contract and payment on time as well as begun a discussion of how the use of Mutual Distribution Ledger could help enforce it. 3.1.4 INTERNATIONAL WORKSHOP "PERI-URBAN AREAS AND FOOD-ENERGY-WATER NEXUS" Milan, 28-29 March 2014 Organiser: Politecnico di Milano in collaboration with Resilience Lab Models and Simulation Lab | DAStU Program Source Presentations During this event participants discussed about sustainable management and policy of common goods and resources. This workshop focused on two aspects that characterize integrated policies in general as well as the food-energy-water nexus more specifically. The first one is the integration of approaches, methods and tools specific to different disciplines that deal with food-energy-water. The second represents a deeper study of the criteria, methods and tools specific to each of these resources. This second theme explores the adoption of systemic approaches which take into account not only the articulation of the evaluation and decision-making factors that affect a single resource, but also the possible interrelations between the factors that characterize the other two resources.

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CONCLUSIONS

We have demonstrated some different contexts where issues related to the urban sharing lifestyle can be discussed using Open Space Technology as a methodology. As indicated, the OST methodology has been deemed useful and effective in very specific situations. Specifically when: • • • •

The issue is complex and no one has an answer; A Conflict or potential conflict might arise when dealing with the issue; Participants are extremely diverse; There is a need for collaboration and new relationships in order to move forward.

When not to use it: • • • • • •

Options or desired outcomes are already fixed (hidden agenda); Major threat overhanging; Very practical purpose; for example to give people information or directions; Meeting organisers think the issue is important, others do not; Limited session time; Compulsory attendance.

It is apparent that informal groups, cooperatives or neighborhood committees can discuss issues in more informal ways, for example while having a beer in the local pub or having a picnic in the park. Open Space methodology can be successful in conflict situations, or policy making processes, to shape the social equity and progress as well as local sustainable development.

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CHAPTER 3: WORLD CAFÉ METHODOLOGY 1.

THE ORIGIN OF WORLD CAFÉ

The World Café process originated at the home of Juanita Brown (senior affiliate with the MIT Centre for Organizational Learning, and thinking partner for senior leaders across sectors in creating innovative forums for strategic dialogue on critical business and societal issues) and David Isaacs (collaborator and coach with innovative learning programs in the University of Texas Business School Executive MBA program, CIIS, and Kaos Pilots University, who also works in consciously designing, convening, & hosting powerful conversations) in Mill Valley, California, in 1995 when a "large circle" conversation in a small group of business and academic leaders about intellectual property became disrupted by rain. In California it is usual to have this kind of reunion outdoors, but when it started to rain, the two dozen international participants spontaneously formed into small, intimate table conversations about the questions that had drawn them together, and registered their ideas in papers that became also “tablecloths” to each table. They periodically interrupted these conversations to switch tables so the insights and ideas that stayed with them might circulate, deepen, and connect. Passing by the different tables, they started to notice emerging patterns in their thinking and these were the basis to new rounds of conversations. That morning became an experience of collective intelligence. Later on they discussed among themselves what happened and what triggered that result, and through action research and experimentation they were able to create the World Café methodology we know today.

WHAT IS THE WORLD CAFÉ METHODOLOGY?

Video: What is World Café? Samantha Tan According to co-founder Juanita Brown: “(It is) ... the creative cross-pollination of people and ideas combined with the disciplined use of questions as attractors that is perhaps the World Café’s defining contribution to dialogic learning and collective intelligence.” (Juanita Brown et al, 2008). The World Café methodology does not aim to solve a problem, instead it focuses on exploring and innovating on themes, and is designed as a forum for creative and open thinking, not to lead people to a predetermined answer or solution. The "World Café" is a structured conversational process aiming to facilitate open discussion and intimate conversation, to link ideas emerging from large groups, to access the “collective intelligence” of the room. In order to reach this, it is set beforehand one, or a group, of specific questions to that World Café. A café ambience is created in order to facilitate the conversation, and the participants move from one table to another and continue with the discussion on the specific question(s)

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Even in ancient times, when people gathered in circles around the warmth of a fire, conversation was a core process for discovering what we care about. It’s still through conversation that we share our knowledge, imagine our futures and create communities of commitment. The meanings we make in conversation, and the coordinated action that emerge naturally from them, help to shape our lives. There are several examples on how informal conversations, held in living rooms, kitchens, cafés, and church halls, were the starting point for major changes. Consider the sewing circles and Committees of Correspondence that helped give birth to the American Republic, as well as the cafés and salons that spawned the French Revolution. Consider the Scandinavian study circles that stimulated an economic and social renaissance in Northern Europe. Consider the church gatherings where the civil rights movement was born. Nowadays, society faces critical challenges, at different levels, such as social, economic, political and environmental concerns. In the face of this, there are a lot of networks of conversation and action committees appearing all over the world, discussing how to try to change what is happening. We have seen that this is how changes happen. People in small groups, both face to face and in online communities spread ideas for new conversations, creative possibilities and collective action in ever widening networks. What if it was possible to use an easy approach for developing dynamic networks of focused conversation in order to create living knowledge and new possibilities for action, even in very large groups? World Café conversations are designed to do just that. The World Café is in fact a creative methodology for hosting authentic conversations in groups of all sizes, around questions that matter to the group. The aim is to join several people at a Café-style

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table or in a small conversation cluster, to discuss a question or issue that really matters to the participants’ life, work, or community. Other people are sitting at nearby Café tables or in small conversation clusters discussing similar questions at the same time. However, people won’t be sitting for too long, because half the excitement of being part of a World Café conversation is the opportunity to move to another group or Café table, meet with new people and cross-pollinate ideas and insights. As the conversations connect together, collective knowledge grows and evolves. A sense of the larger whole becomes real. The wisdom of the group becomes more visible. (Brown et al, 2002). Organisations and communities are really living systems, and as with any other system, they evolve. When people engage in World Café conversations, the evolution of the system becomes more controlled by the people involved. In World Café, people discuss the future they want, regarding the question in discussion, as well as the future idea created by the group, and this makes people motivated to act in order to obtain that future. Thousands of people have experienced the methodology of the World Café in settings ranging from crowded hotel ballrooms with 1200 people to cosy intimate living rooms with just a dozen people present. Leadership Cafés, Knowledge Cafés, Strategy Cafés, and Discovery Cafés have been hosted in large multi-national corporations as well as in small non-profit organizations using the World Café format and operating principles. World Café sessions have been conducted in as little 1 1/2 hours. Other sessions have lasted several days. (Brown et al, 2002) The aims of each of these Cafés, whatever they are named, have been as diverse as the people attending them. Yet the World Café process itself has demonstrated a remarkable capacity to foster authentic conversation among people who may never have met, and who have had no formal dialogue training. 2.1 FEATURES OF WORLD CAFÉ 

 

Each person has different perception of reality, and interprets the world differently, resulting in different viewpoints. Sharing the viewpoints with others is essential for understanding alternatives, and to be able to adapt strategies to deal with different environments. When we shift to collective thinking, it provides an opportunity to change the status quo and to create a context for collective action. The challenges that systems and organisations face can be addressed by using the knowledge already contained within (people who are a part of that system or organisation) and mobilizing the collective wisdom.

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

When we create an environment that recognizes the contribution of all, people want to engage and participate. This way it is possible to foster a strong commitment to achieve common goals. A World Café event is designed to facilitate collaboration and promote commitment, but it is not to guide participants to a pre-determined solution or right answer – these do not exist.

(Wikipedia, World Café (conversational process)) The World Café is designed on the assumption that people already have within them the wisdom and creativity to confront even the most difficult challenges. Given the appropriate context and focus, it is possible for members to access this deeper knowledge about what’s important. Research has shown that there are seven operating principles underlying World Café-style conversations. When these seven principles are used in combination, they have the capacity to foster collaborative dialogue, strengthen community, spark creative insight, and create new possibilities for constructive action. 3.

WORLD CAFÉ PRINCIPLES

As presented before, there are seven principles which allow, when followed together, to perform conversation that matter, and which are the basis to the World Café Methodology. The place where it occurs it is not so important: world cafés have been performed in enterprise rooms, church lounges, senior centres, school rooms, living rooms, cafés, tents, and the success is more likely to be achieved when following the principles. Let’s find out these principles!

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3.1 PRINCIPLE 1: SET THE CONTEXT First of all, it is necessary to set very clearly what the world café will be about, what the theme is, and what you want to achieve with this methodology this time. When this is clear to you, then you can set the context of the world café: who should take part of the conversation and that you need to invite, what will be the most pertinent questions to discuss, what should be the best way to collect final conclusions, where it should take place, and so on. (The World Café Community Foundation, 2015) 3.2 PRINCIPLE 2: CREATE HOSPITABLE SPACE It is important that people feel free to participate, to be honest, and to provide their real opinions and thoughts on the subject; people must feel comfortable to be themselves. Café hosts all around the world stress that a welcoming environment is a powerful and important way to achieve this. Only in this environment can people do their best thinking, speaking and listening, and therefore contribute to a meaningful conversation. There are two elements that you must pay particular attention in order to provide this welcoming environment: the invitation and the physical environment. (Brown et al., 2002) The Invitation You can send a personal and private invitation to a set of people, or make an open invitation to a community, or both. Either way, you should make an effort to make the invitation a special one: it must be informal, creative, colourful, and most importantly - with a personal touch. A World Café is not a business meeting: it is about hospitality and conviviality, people should feel free to involve themselves in the discussion, and in an informal environment, and the invitation must set this atmosphere straight away. Let people know that the invitation is not to any ordinary meeting, but that it will be a Café conversation—fun, engaging, and creative. Everyone’s contribution will make a difference to what

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will be discovered together in relation to the question—or to other questions that get raised as part of the conversation. The invitation must be clear as to what is the theme or main question of the world café, and the question must create an element of curiosity, and not having a clear answer in advance, and must really be important and relevant to the people you are inviting. If the theme or question doesn’t matter to the people, or if it has a clear answer, what is the point of attending? We want people to be interested and willing to attend and participate. Example INVITING INNOVATION

1st World Café European Gathering – Dresden 2007 THE PHYSICAL ENVIRONMENT No matter how large the group of people attending, it is really important to create an ambiance of comfort, informality and intimacy. If possible, make the space look like an actual Café, with small round or square tables that seat four to five people. With less than four at a table there is often not enough diversity of perspectives, while more than five begins to limit the amount of personal interaction, and instead of Café ambience will be more like a meeting or a banquet.

Arrange the tables in a staggered, random fashion rather than in neat rows. Tables in a sidewalk café after it has been open for a few hours look relaxed, inviting and disarming. Whenever OPEN SPACE TECHNOLOGY AND WORLD CAFE METHOD FOR URBAN SHARING LIFESTYLES

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possible, add music, art, natural light, and plants. Use your imagination to create a welcoming and informal environment for your World Café meeting. And most importantly, be sure to supply food and refreshments to provide that sense of community and hospitality that we have when we are in a café with friends. 3.3 PRINCIPLE 3: EXPLORE QUESTIONS THAT MATTER The aim of world café is to engage people in meaningful conversation, therefore the theme, question or questions posed have to mean something, be important, and have to matter to participants. People will feel reluctant to be in conversation regarding things they don’t care about. To have results in a world café it is important to dedicate some time and thought on the questions that matter to attendees, and the way to frame it. When people are discussing questions they care about, they are able to think together, and produce collective thought. Well-crafted questions focus intention; attract energy and direct attention to what really counts. Suddenly the table comes alive with curiosity and excitement. World Café hosts from all over the world tell us that the questions should be open ended, without implying action steps or problem solving, and should invite further inquiry and discovery. If it is possible, try the question before with people who could participate, just to check if the questions provoke interest and energy. You’ll know you have a good question when it continues to surface new ideas and possibilities.

Let’s see an example (Brown et al., 2002). In a World Café held in Denmark, teachers, administrators, students and parents gathered to explore how they might improve their school system. The Café Host didn’t settle on the more obvious question, “What problems do we have in our school?” Rather, he framed the question this way: “What could a good school also be?” In doing so, he opened the conversation to appreciating and exploring creative opportunities rather than limiting the group’s attention to what wasn’t working with the current situation. This was a powerful question. What makes a powerful question? The World Café Community Foundation posed this question to Café hosts all over the world, and these are the characteristics they found: A Powerful Question • • • • • •

Is simple and clear Is thought provoking Generates energy Focuses inquiry Challenges assumptions Opens new possibilities

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•

Evokes more questions

3.4 PRINCIPLE 4: ENCOURAGE EACH PERSON’S CONTRIBUTION We know that participation of all is very important to the collective, but the truth is that many people want to do more than just participate; they want to actively contribute to making a difference. If we want to use the collective wisdom, we must encourage each person’s contribution. One of the reasons for having only four or five people at a Café table is to enable that each participant can contribute with their ideas and perspectives; and it is also possible to have participants who are mainly listening and maintain a silent presence. It is more probable that people who are usually quiet in large groups become more active and expose rich and exciting insights when they are in a Café setting’s more intimate setting, and engaged in small groups. At most World Café gatherings, once the question is posed, participants are encouraged to start the conversation, and begin to explore and share ideas at each table, and this exchange contributes to exciting engagement and more exchanging of ideas. On the other hand, sometimes it is helpful to have more structured participation at each table, namely by using a talking object.

The use of a talking object has a long history. It was originally used by indigenous peoples to support courageous conversation, mutual respect, shared listening and wise decision making. At a World Café gathering, the use of a talking object allows people to feel free to speak from the heart and listen more deeply to others. You can use any object as a talking object, from a stone or stick to a pen that is set on the table. You can have the talking object in the middle of the table, and when someone is ready to speak, they hold the talking object. Alternatively, the talking object can be passed around in a circle, through all the table participants. When the person talking finishes, they may also offer the talking object to another participant. Of course, as we want to people to feel free and comfortable, each participant can pass their turn to speak. To use the talking object, the rules are (Brown, et al., 2002): No one interrupts the person who is holding the talking object. Instead the other members listen attentively to the person speaking. Everyone listens for ideas, assumptions, perspectives, and connections coming from that person’s unique contribution. You might also encourage Café members to allow a moment of silence between each person who speaks. This enables everyone a brief pause to reflect before adding their own thoughts.

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3.5 PRINCIPLE 5: CONNECT DIVERSE PEOPLE AND IDEAS In a world café gathering people don’t stay all the time at the same table. They have the opportunity to move between tables, meet new people, and actively contribute with their thoughts, link ideas in wider circle. The idea is to have a crosspollination of people and ideas, and this way it is possible that new insights and ideas come alive, which is only possible with the emergence of collective thought. The most common way to do this is to have 3 rounds of conversation at each table, lasting between 20 and 30 minutes each. During each round, groups can discuss the same idea/ question, or have new questions which will deepen the previous one. After all rounds of conversation, and if the group is not very large, there is a period of sharing discoveries and insights in a town meeting style conversation; or if the group is too large for this, the main conclusions of each table are exposed on the wall so everybody can find out the others ideas. In practical terms, this is what could happen. There is a question, and each table discusses it and reaches some key ideas that are registered on paper placed at each table. When the host says, there will be a person who will stay at the table and the others separate and go to different tables. The second round starts with the table host reading the key ideas from the previous ones, and the discussion continues, linking previous and new ideas, and the new key ideas are registered. During the third round we can do the same as before, or people return to the original table, or everybody stays at the same table but each participant writes down one key idea of the table and passes it to another participant on another table and the round starts with reading the key ideas passed and continues the discussion. At the end, each table should register the final key ideas and share it the entire group, by group discussion or presenting it on the wall. Slide Share: The World Café As long as you respect the principle of connecting people and ideas, you choose the format you desire. You should adapt to the theme or question, the group, the time and resources you have available. World Café video

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3.6 PRINCIPLE 6: LISTEN TOGETHER FOR PATTERNS, INSIGHTS AND DEEPER QUESTIONS In Café conversations, it is important to emphasize shared listening—listening together for the collective wisdom or insight that no individual member of the group might have access to by themselves. The Café host should encourage and ask participants to listen for new connections in what is being said. The host can ask each Café table, at each round of conversation, to take some time to reflect on what is the center of the conversation, what is the essential nature or deeper substance of the discussion held. As people enter the second round of sharing, remind participants to listen together for themes, discoveries or core questions that underlie the various emerging perspectives. At times a surprising flow of realizations or insights emerge as a result of this shared exploration. Everyone recognizes it as something special. One Scandinavian Café host calls this the magic in the middle. These deeper discoveries may come at individual Café tables or later when the whole group harvests its collective insights. (Brown et al., 2002). At the end of the rounds of conversation, it is important, whenever possible, to engage in a conversation of the whole. Ask anyone in the room to begin with a key idea, theme or deeper question that has held real meaning for them. Then encourage others in the room to listen and notice what’s been important from their own Café conversations that links to the contribution of the person sharing the initial idea. As the conversation continues, a new focus will likely emerge from somewhere else in the room. This person’s contribution begins weaving additional threads to the collective tapestry of meaning. The whole group conversation is an opportunity to become aware of the collaborative learning that has occurred and what has been especially meaningful or important to the members. Collective intelligence becomes more rich and accessible by paying mutual attention to levels of meaning and insight that may not have been visible at first glance. (Brown et al., 2002). 3.7 PRINCIPLE 7: MAKE COLLECTIVE KNOWLEDGE VISIBLE In each table there are ideas emerging, key ideas, and these ideas should be recorded. At each table there should be papers and a pen, colorful pens, and the table host should register the key ideas that are emerging at each round of conversation. The registration of ideas could be using just words, schemes, drawings, or a combination of those. Either way, it is important that other participants can see the ideas of each table and what significance they have. By writing and drawing, the group is creating a shared space for weaving and

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connecting ideas at even deeper collective levels. There is something liberating about seeing your idea or insight placed on the paper in front of you and knowing that there is a memory of the key points being made. It also allows for a quick visual reference or reminder when reflecting together on what is emerging from the conversation.

It is possible to register and share the ideas with the other tables’ participants in various ways. At the end of each round, or at the end of the World Café, each table host can place their final key ideas registered in the paper tablecloths or flipchart papers in a wall, so all participants can view all final key ideas. Members of each table can write a key idea on a post-it, and all the postits from all tables are then placed on a white board or wall; sometimes this is followed by postits with similar or connected ideas. In some World Cafés there is a visual practitioner who uses words and pictures to group all the ideas on a large mural, connecting the entire group’s ideas. Another method is to create a newspaper or a storyboard of the results, and this way it is possible to transmit it to people who were not attending the World Café conversation. You may of course create your own ways of making your group’s collective knowledge and insights more visible. Whatever you do, participants will be able to deepen their collective understanding and make new connections as they literally see more of the whole.

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CONCLUSION

The World Café process provides a real opportunity for any organization or group of people to build a community, to share learning and to develop new ways of thinking and acting collaboratively. The World Café process has demonstrated a remarkable capacity to foster authentic conversation and knowledge sharing among people of varied backgrounds – even if they have never met or had formal dialogue training. When it is well designed and hosted, The World Café works effectively in diverse situations and cultures because participants resonate with the same design principles for creating conversations that matter. The preparation of the World Café, especially the design, is the most important phase. If enough attention has been paid to this phase, and supported by members from different levels within the organization or the group who take ownership for the Café process, a strong base is laid for a successful Café. You can watch the video to have an overview of World Café guidelines and principles, produced by Juanita Brown, David Isaacs and World Café Community.

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INTRODUCTION

City administrations are facing a whole range of challenges on the social, environmental and economic fronts. New competences are being transferred from the national or regional levels while the budgets available to tackle them are shrinking. In this increasingly difficult context, social innovation is a new asset (URBACT, 2015). Citizens are asked to take initiatives. They can, better than anyone else, invent new and more sustainable solutions to solve their day-to-day problems. Even if these challenges are posed to all, it is in the urban areas that they are felt in a more compelling way, and therefore it is in these areas that it is more urgent to act. To find solutions for the day-to-day problems, and challenges in the social, environmental and economic fields, it appears important to involve citizens and the community. As shown in previous chapter, the World Café Methodology presents various advantages to reach such engagement and solutions. World Café gatherings can be organised by the city administrations, or by the citizens themselves. Either way, the aim will be always to find out solutions and ways to act, at community / local level. When organising a World Café gathering, remember to assure all the 7 principles presented in chapter 3 of this Guide. In this way, you will most probably have a successful conversation and active citizen’s engagement in the search of solutions for the community. In this chapter we will see, in practical terms, not only wide information about how to promote a World Café, but also a variety of real life examples on how WCM has been used to tackle urban issues.

WORLD CAFÉ ROLES To organise a World Café it is necessary to have some people able to carefully plan all the processes. These people have to assume different roles; each person can assume just one role, or assume more than one role. According to Schieffer et al (2004), we can identify 5 major roles in a World Café methodology.

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Café convenor/sponsor This is the person or group who wants, or needs, the conversation to take place, and who generally issues the invitation to participants. The aim of the Convenor is not to ‘sell’ the Café but rather to invite members into a collaborative process which includes the convenor, the Café host(s) and the members. It is the sponsor who sets the theme of the World Café. Member/participant The idea is to involve citizens to discuss actively and try to find solutions for some of the challenges that the community faces. All who participate in the World Café gathering are members, or participants. More specifically, members are those who travel between tables to cross-pollinate ideas and carry the essence of the conversation from their table into the next rounds of conversation. Design team This team includes the Café host and is responsible for the overall design and implementation of the Café gathering. By creatively implementing the Café principles, the design team, with the participants and the Café convenor/sponsor, helps to assure the success of the Café conversation. It may also include a visual practitioner, who will create a final panel on a wall, presenting and connecting in meaningful way the key ideas presented by the participants in the World Café. Café host The person or group who helps to manage the World Café process, and ensures that the seven principles presented in chapter 3 of this Guide are put into action. The host is not a facilitator in the traditional sense, nor an expert consultant. Rather, the Café host (or hosts) provides just enough structure and orienteering as the Café process unfolds to enable the dialogue to produce what we call conversational coherence without control.

The role of the overall Café Host includes (Brown et al., 2002): • • • • • •

Work with the planning team to determine the purpose of the Café and decide who should be invited to the gathering Help to frame the invitation Work with the design team to create an hospitable, welcoming and informal Café Environment He/she is the person who welcomes the participants Inform participants on the purpose of the gathering Pose the question(s) or theme for rounds of conversation—and make sure that the question is visible to everyone by using an overhead, cards at the tables, or a flip chart

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• •

• • • •

• • •

Explain the Café guidelines and Café Etiquette (see below) and post them on an overhead projector or an easel sheet or on cards at each table Explain how the logistics of the Café will work, including the role of the Table Host (the person who volunteers to remain at the end of a round of conversation and welcome new people for the next round) During the conversation, move among the tables Encourage everyone to participate Remind people to note key ideas, doodle and draw Help keep the time for the rounds of conversation in a gentle and nonintrusive way. Raising your hand quietly, and encouraging other people to do the same when they notice yours raised, can be a signal to wind down their table conversations and prepare for the next round Host the conversations of the whole Make sure that key insights are recorded visually or are gathered and posted if at all possible Be creative in adapting the seven Café Design Principles, or guidelines, to meet the unique needs of your situation.

YouTube video on World Café in practice, namely the role of hosts Table host As the iterative rounds of conversation unfold, this is the person who stays to welcome new arrivals and to host the evolving conversation at their table.

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The role of table host includes:

• • •

Remain at the table when others leave and welcome travellers from other tables for the next round of conversation. Briefly share key insights from the prior conversation to new participants at the table, so others can link and build using ideas from their respective tables. Gently & as appropriate, encourage people at the table to jot down key connections, ideas, discoveries, and deeper questions as they emerge.

The table host is also not a traditional facilitator, but an equal member of the conversation; there can be a danger with inexperienced Table Hosts taking on more of a role than is meant here, and act as facilitator. Everyone at the tables is responsible for hosting themselves and each other. For this reason, you may choose not to use Table Hosts in your World Café, and therefore everybody is responsible to register key ideas at each table. If you are comfortable to have table host, always choose a new Table Host at the end of each round - not at the beginning (the same person should not be a Table Host for more than one round).

3. WORLD CAFÉ ETIQUETTES OR GUIDELINES The World Café host should make visible to all participants what are the guidelines for a meaningful conversation, which are denominated as World Café Etiquettes. It is possible to present them as an image, and this sets the tone to also register the key ideas in this format or present them in text. You can put such an image in a visible space, in a way that all participants can see it clearly and/or you can print it and leave it at each table. You should decide this according to the space, group size and characteristics. Below there is an example of presenting the Etiquettes as an image and following as a text format.

(Brown et al., 2002) • • • • •

Focus on what matters Contribute your thinking and experience Speak from the heart Listen to understand Link And Connect ideas

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• • 4.

Listen together for deeper themes, insights and questions. Play, Doodle, Draw—writing on the tablecloths is encouraged! HOW TO CREATE A CAFÉ AMBIANCE

In world Café conversation, the setting is most the important part, because you need to create an environment that evokes informality and intimacy. This is possible to achieve, no matter if you are hosting a dozen people or several hundred. As soon as participants arrive, they must feel that this is not an ordinary meeting; they must feel comfortable and free to be active and engaged. Here are some ideas to make it happen!

In order to create a more welcoming atmosphere, if possible, choose a space with natural light and an outdoor view.

Organize the space to look like an actual Café, with small tables, preferably round, that seat four or five people. Less than four at a table may not provide enough diversity of perspectives, more than five limits the amount of personal interaction.

Arrange the Cafe tables in a staggered, random fashion way rather than in neat rows. Tables in a sidewalk café after it has been open for a few hours look relaxed and inviting, which is it what do you want to achieve.

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You can use colourful tablecloths and a small vase of flowers on each table. Or you can add a candle to each table, if the venue allows it. Another idea is to place plants or greenery around the room. This way you create a cosier environment. Place at least two large sheets of paper over each tablecloth. Put also a mug or wineglass filled with colourful markers. When you place paper and pens, this encourages scribbling, drawing, and connecting ideas. In this way, it is easier to people jot down ideas as they emerge.

Place one additional Café table in the front of the room for the overall Host’s and also to any presenter’s material which can be useful during the World Café conversation.

Consider displaying art or adding posters to the walls (as simple as flip chart sheets with quotes), and you can play music when people arrive and you welcome them.

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To honour the tradition of community and hospitality you should provide beverages and snacks. A Café is not complete without food and refreshments!

SOME SUPPORTERS OF THE WORLD CAFÉ METHODOLOGY IN URBAN L IFESTYLES

World Café Europe World Café Europe is a non-profit organization with a European focus, established in December 2006 and registered with the German government authorities. Its mission is “to transform the way in which citizens engage in and take responsibility for the social challenges facing Europe”. They are a group of people from all over Europe, committed to foster the use of dialogue through World Café Method. They consider WCM as providing individuals with the opportunity to try new approaches to real life issues.

To have a deep look on the different activities initiated by World Café Europe, visit its web page on rediscovering the power of community and conversations for issues that matters. World Café Europe also supports you in organizing a World Café and they recommend five types of event, according to the following aims:  Generative: this is the classic format of World Café, in which the aim is to generate several new ideas based on a question or issue that is important to the participants; this will be the product of the collective wisdom of the active participants;  Decision Making: when the stakeholders of an issue or question have different opinions, due to different approaches and different knowledge of the question, this kind of event provides the opportunity to share knowledge and opinions and create some form of agreement on what are the best actions to take on that matter;  Collaborative: when the aim is to promote the cooperation across different departments in the same organization or different organisations in the same sector and therefore encourages systemic thinking;  Absorption: Provides a forum for individuals to reflect together on the implications of a complex issue for their daily lives and/or work, such as gaining acceptance for a change management process;

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

Swarm intelligence: the aim is to stimulate collaborative innovation, which could be discovering new approaches to an issue, and also what could be the further exploration or the steps to its implementation.

The World Café Community Foundation (TWCCF) The World Café Community Foundation is enhancing World Café Method as a tool for social innovation and positive change. Their purpose is to transform the world for the benefit of all people, through the support of collaborative conversation world-wide. WCM is presented as a powerful social technology, which offers greater connection in today´s world.

Example of Social Innovation in Action

The World Café. An invitation and Overview. Engaging collective Intelligence and committed action through powerful conversations about questions that matter

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Far from being just a method, a process or a technique, WCM is a way of thinking and being together, based on a philosophy of conversational leadership. Visiting the following web page, it is possible to see an interactive map which demonstrates that WCM has turned out to be a global conversational movement. There are also key stories about World Café making a difference in communities, corporations, government and public institutions around the world.

The World Café Method: Building a bridge between young people and decision makers This is one result of a European project financed by the Youth in Action Program, aimed at Training Democracy with the Methods of Non-Formal Education. Worldcafe Methode - ServiceBureau Jugendinformation The power of World Cafe in broadening dialogue. Here is an accurate description of the power of WCM in broadening dialogue and facilitating change within a community. World Cafe: Deborah Gilburg at TEDxFenway 1st World Café European Gathering – Dresden 2007- Hosting Team. In 2007, in Dresden, the 1st World Café European Gathering took place. It was designed by a team from World Café Europe´s emerging network of practitioners. In the following link, you will find more than twenty inspiring attributes of the Power of World Café Conversations in tackling real issues in cities.

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6. EXAMPLES OF SUCCESSFUL USE OF WORLD CAFÉ METHODOLOGY IN URBAN LIFESTYLES In this section we will present some examples of successful uses of World Café methodology. We have tried to give examples that demonstrate a variety of uses. At the end of the guide you can also find some links to a series of other website and channels where you can explore some other uses. World Café Europe is the first example. This includes hosts of world café events all over Europe, providing consulting and guidance to promote World Café conversations and organise World Café events. Visit their website for more information:

World Café - Taking a step forward together: Creating social capital

14-16 November 2014 - Social innovators, in the field of social change, gather from all over southeastern Europe for EMPATHEAST held in Plovdiv, Bulgaria. The World Café was entitled New solutions for social change and aimed to capture the creative wisdom of the participants to foster empathy driven social change in Eastern Europe.

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Here it is possible to visualize some examples of the used of WCM around some issues faced in Dresden 2007. This was a big World Café event organized by World Café Europe and you can see some of the results in the YouTube channel of the event.

The project EVAA – European Voices for Active Ageing, organised several world cafés around Europe, to get new ideas on promoting Active Ageing. You can view the website for further information. Redwood City Global Warming Café In June 2007, in Redwood city, a World Café on global warming was organised. The aim was to generate ideas that can be useful to slow down/stop global warming, as well individual/group action. You can see more information on the blog: The World Café Community Blog

World Café for Czech national cultural heritage monument. Over 75 Czech business leaders as well as leadership experts from all over the world joined the conversation, in 2006, about the evolving role of corporate social responsibility in business and society. This World Café was held in the Hhalol building, one of the “purest and most prominent art nouveau monuments” of its kind in Prague. Open Innovation Week 2016 - World Café, May 24, 2016.

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The Amsterdam OI2 Recommendations are the result of 2-day discussions, high-level speeches, and a world café session during the Open Innovation 2.0 Conference taking place on 23-24 May, 2016, in Amsterdam, The Netherlands. Website – information Conference agenda Conference presentation Open Innovation with Suppliers: Research Perspectives and Strategic Practices 2010.

The presentation includes keynote presentations, two rounds of using “World Café” approach for small group discussion, and a concluding wrap-up. http://www.joelwest.org/ 2017 Café Series: Ubrica-Yena Monthly Health Innovation World Café Conversation By UBRICA ONE - Wednesday, 14 December 2016, 2:10 AM. Ustawi Biomedical Research Innovation and Industrial Centers of Africa (UBRICA) and Young Entrepreneurs Network Africa (YENA) have joined forces to create a series of World Café Conversations to address questions of central importance to health and human development in Africa. The Café Series are taking place every third Friday of the month. The focus of 2017 Cafe Series is to explore the role of financial engineering in health production in Kenya, in Africa, and in global health.

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Social Innovation in cities In this work, social innovation is defined as a means to find innovative solutions, new forms of organization and new interactions to tackle social issues. In particular, it focuses on innovative solutions in terms of the governance of cities. Enhancing collaboration with elected members within the new model of co-operation with the population, the city council is also experimenting with new settings for its meetings. In order to be better informed and to connect with citizens, the council organized a new City Café, in which councilors meet citizens for half a day sessions to talk informally and without time restrictions.

CONCLUSION

As shown, the World Café methodology is being used around the world with positive results. This chapter presented several successful examples. It also indicated ways to promote a café ambiance and what roles you should pay attention to, when promoting a World Café conversation, while outlining the World Café Etiquette. The underlying conviction is that there is nothing more powerful than a community engaged in conversation in relation to what it cares about. Pull up a chair, sit down, and talk. Listen and build on what you learn. You may wish to try hosting a World Café conversation yourself. You might be surprised on what emerges.

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REFERENCES 1. Owen Harrison. Open Space Technology: A User’s Guide. Berrett-Koehler Publishers; 3rd edition. 1993 2. Meadowlark. Open Space Technology. 2016 http://www.meadowlark.co/. Last accessed 02.02.2017 3. Transition Culture. Tools for Transition – How to run an Open Space event. 2016. https://www.transitionculture.org/. Last accessed 02.02.2017 4. Steve Pashley, YouTube Video, How https://youtu.be/4vEBcr_YkHU Last accessed 02.02.2017

Open

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5. P. Franco, M. Both and J. Harris, P. Kommers, Guide Open Space Technology, World Café and other tools/methods to activate the citizenship, The guide is developed under LLP Grundtvig Partnership “OpengovEU”. 2015 6. Juanita Brown, David Isaacs, and the World Café Community. 2008. The World Café: awakening collective intelligence and committed action. http://webcache.googleusercontent.com/ Last accessed 30.01.2017 7. Juanita Brown and the World Café Community. 2002. A Resource Guide for Hosting Conversations That Matter at The World Café. http://www.thesis.xlibx.info/. Last accessed 30.01.2017 8. Wikipedia, World Café (conversational process). https://en.wikipedia.org/. Last accessed 30.01.2017 9. The World Café Community Foundation. 2015. A Quick Reference Guide for Hosting World Café. http://www.theworldcafe.com/. Last accessed 30.01.2017 10.

URBACT. 2015. Social Innovation in cities. http://urbact.eu/ last accessed 30.01.2017

11. Alexander Schieffer, David Isaacs, Bo Gyllenpalm. 2004. The World Café. World Business Academy Transformation, volume 18, issue 18. http://docplayer.net/ Last accessed 30.01.2017

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WEB CONTENT USEFUL LINKS        

Open Space Training - www.openspaceworld.com Open Space Institute - www.openspaceworld.org https://en.wikipedia.org/wiki/ http://www.openspaceworld.com/ http://elementaleducation.com/ The site of World Café Community Foundation http://www.theworldcafe.com/ Knowledge Sharing Toolkit site – World Café http://www.kstoolkit.org/ The site of World Café Europe http://www.worldcafe.eu/

MEDIA RESOURCES            

UBRICA news: http://ubrica.com/ Dialogue and Innovation World Café as a Contemporary Format for Dealing with Questions that Matter, by Thomas Klug in http://cogitamus.eu/ Conversational Leadership: Thinking Together for a Change, by Thomas Hurley in http://watercoolernewsletter.com/ Connected We Stand, by Philip Slater in http://www.utne.com/ Youtube video on What is World Café? https://www.youtube.com/ Youtube video on World Café Principles and Guidelines: https://www.youtube.com/ Youtube video on World Café principles: https://www.youtube.com/ Slide Share on World Café rounds: http://es.slideshare.net/ Youtube video on World Café in classroom: https://www.youtube.com/ Youtube video on World Café in practice: https://www.youtube.com/ Youtube video on World Café in German: https://www.youtube.com/ TED talk on World Café: https://www.youtube.com/

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CREDITS Elaborated by: Inova Consultancy UK Research and collation of web and video sources: Kirşehir Valiliği, Agencia Para el Empleo de Madrid, Euro-Idea Fundacja Spoleczno-Kulturalna, Youth Europe Service Contribution to contents: AidLearn, Kirşehir Valiliği, Agencia Para el Empleo de Madrid, Euro-Idea Fundacja Spoleczno-Kulturalna, Inova Consultancy UK, Youth Europe Service Content Revision and Methodological approach: Università degli Studi Di Bari Aldo Moro English Language revision: Inova Consultancy UK Design and layout: Y.E.S

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Additional info about the project available at:

www.creatuse.eu

This project has been funded with support from the European Commission. This publication reflects the views only of the author, and the Commission/National Agencies cannot be held responsible for any use which may be made of the information contained therein.

The Guide “Open Space Technology and World Cafe Method for Urban Sharing Lifestyles” has been developed under Erasmus+ KA2 Strategic Partnership for Adult Education

Project CREATUSE is licensed under a Creative Commons. Attribution-NonCommercial-ShareAlike 4.0 International License.

OPEN SPACE TECHNOLOGY AND WORLD CAFE METHOD FOR URBAN SHARING LIFESTYLES