Objective

The term open has become popularly used to describe a variety of objects (software and technology, educational resources, education, etc.). Ambiguity exists in the meaning of open, for example open education where anyone can enroll with the only requirement a fee, or open education that is available to anyone, and without a cost. In addition to the ambiguity of open (what it enables), there is also ambiguity with how organizations might operate to allow openness.

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Objectives

Simplicity

:  Simplicity refers to the state of an organisation and the practice of selecting processes, language, and outcomes that have the lowest concept, administration, and work burdon that meet requirements. Simplicity reduces barriers to understanding and overhead costs, allowing more resources to be invested in the goals of the community. 

Emergence

: From simplicity emerges complexity. Emergence is the creation of outcomes that are irreducible to its constituant parts - that is, it is the creation of something new and more complex that the constituents without a formal externally imposed plan. Through emergence, organisations can expect:

• • radical novelty through the appearance of  characteristics and qualities that were not previously observed in the organisation;
  • coherence or correlation, providing stable and integrated wholes that maintain themselves over some period of time;
  • the benefits of evolutionary dynamic processes and outcomes that by definition are suited to and a reflection of their environment;
  • the benefits of supervenience, is which the nature of emergent outcomes are influenced by the organisational culture, but are not reducible. _{(reference to Emergence as a Construct: History and Issues, by Jeffrey Goldstein: http://www.anecdote.com.au/papers/EmergenceAsAConsutructIssue1_1_3.pdf)}

Through emergence, the organisation can enjoy the complexity of sophisticated outcomes, while managing simplicity.

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Incremental Development: Engaging in discovery, design, and creation of any artefact, pattern, or idea in simple discreet iterative cycles, such that mesurable outcomes may be assessed at a reasonably small level of granularity.  As such, incremental development allows for adjustments to desired outcomes, expectations, prioritisation, processes, and workload at a level that promotes organisational effectiveness and efficiency.

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Rapid Feedback: Rapid feedback is essential to incremental development and allows for relevant, timely, and working products, which enhances productivity, a sense of clear direction, and improves alignment with changing requirements.

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Continuous Feedback: Continuous feedback supports continuous improvement and enhances the likelihood that requirements are met as they evolve with low relative investments in rework.

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