Pegasus Logo
February 2010, Issue 118

 

We are pleased to announce the keynote line-up for this year's 20th anniversary Pegasus Conference: Systems Thinking in Action: Fueling New Cycles of Success. Just like Olympic athletes who train far in advance for the big event, the design team for the 2010 conference has been busy developing exciting content and format innovations to keep you on your learning edge this November.

In This Issue
  • Profound, Rapid Change at Boeing
  • Power Invisible: An Excerpt from Frances Moore Lappé
  • Provocative Keynote Speakers to Help Fuel New Cycles of Success
  • How Toyota Ran Off the Road--and How It Can Get Back on Track

  • Power Invisible: An Excerpt from Frances Moore Lappé
    Frances Moore Lappe

    by Frances Moore Lappé

    Frances Moore Lappé's book Getting a Grip: Clarity, Creativity, and Courage in a World Gone Mad, was designated by "The New York Times Book Review" as a must-read in 2008 for the next U.S. president. In it, she challenges prevailing mental models and offers us a game plan for "penetrating the spiral of despair and reversing it with new ideas, innovation and courage." A new edition of the book is scheduled for release next month. As a keynote speaker at this year's conference, Frances will offer the kind of no-nonsense perspective found in this excerpt from the 2007 edition of Getting a Grip.

    "People think "power"...oh, that's bad. But "powerlessness," that's really bad!" --Margaret Moore, citizen organizer, Fort Worth, Texas

    A Massachusetts teacher I once knew asked his tenth graders to blurt out the first words that came to mind on hearing the word "power." They said, "money," "parents," "guns," "bullies," "Adolf Hitler," and "Mike Tyson." And in my workshops with adults, I've heard similar words, plus "fist," "law," "corrupt," and "politicians." Often "men" pops out, too.

    As long as we conceive of power as the capacity to exert one's will over another, it is something to be wary of. Power can manipulate, coerce, and destroy. And as long as we are convinced we have none, power will always look negative. Even esteemed journalist Bill Moyers recently reinforced a view of power as categorically negative. "The further you get from power," he said, "the closer you get to the truth."

    But power means simply our capacity to act. "Power is necessary to produce the changes I want in my community," Margaret Moore of Allied Communities of Tarrant (ACT) in Fort Worth, Texas, told me. I've found many Americans returning power to its original meaning--"to be able." From this lens, we each have power--and often, much more power than we think.

    One Choice We Don't Have
    In fact, we have no choice about whether to be world changers. If we accept ecology's insights that we exist in densely woven networks then we must also accept that every choice we make sends out ripples, even if we're not consciously choosing. So the choice we have is not whether, but only how, we change the world. All this means that public life is not simply what officials and other "big shots" have.


    Provocative Keynote Speakers to Help Fuel New Cycles of Success

    Systems Thinking in Action: Fueling New Cycles of Success

    November 8 - 10, 2010
    Boston, Massachusetts
    Marriott Copley Place Hotel

    Boston, 
MassachusettsAs an innovative thinker, you see the complex challenges around you for what they are: wicked messes. You want to help your organization move beyond a quick-fix mentality to develop learning behavior that reinforces success in conditions of continuous change. But how do you get from good ideas to real change?

    At this year's conference, you'll gain tools for putting systems thinking into action. Engage with these compelling keynote speakers and take home the language you need to enlist others in your quest to start and sustain new cycles of success:

    Dayna BaumeisterDayna Baumeister is co-founder of the Biomimicry Guild and a pioneer in helping organizations design sustainable solutions by emulating natures time-tested patterns and strategies.


    Andy HargreavesAndy Hargreaves is author of The Fourth Way: The Inspiring Future for Educational Change and leader of "Beyond Expectations," a research project exploring high-performing organizations in education, health, business, and sport.

    Daniel H. KimDaniel H. Kim is co-founder of Pegasus Communications, founding publisher of The Systems Thinker newsletter, and a consultant, facilitator, teacher, and public speaker committed to helping problem-solving organizations transform into learning organizations.

    Frances Moore 
LappéFrances Moore Lappé is the acclaimed author of Diet for a Small Planet, world hunger and poverty expert, democracy advocate, and co-founder of the Small Planet Institute.


    Peter SengePeter Senge is the author of the groundbreaking book The Fifth Discipline, co-author of The Necessary Revolution, and founding chair of the Society for Organizational Learning.


    Help us improve the conference by sending an email to Janice Molloy with suggestions for program design innovations or topics of interest to you.

    We have extended the deadline for registering at the current discounted rate. Register before March 31 to save $700 off the full conference rate. Even lower rates are available for teams of four or more. Call 1-781-398-9700 for more information.


    How Toyota Ran Off the Road--and How It Can Get Back on Track

    From the blogby H. Thomas Johnson

    Toyota's current quality crisis is not a sign that its longstanding reputation for excellence was a mirage, that its fundamental management system was never really superior to the systems in competing organizations. Rather, it reflects disastrous policies adopted after 2000, when top management's thinking changed sharply in a direction that, while consistent with that of most other Western companies, would never have been tolerated at Toyota in the past.

    In a bid to surpass General Motors as the world's largest automaker, after 2000, Toyota's top managers became ensnared in a destructive mode of thinking--thinking that focused their decisions and actions on achieving immediate financial targets, no matter the long-run consequences to the company's welfare. Popularly known as "management by results," or MBR, this approach dominated American businesses after 1970 and remains the prevailing business philosophy today.

    Before 2000, however, Toyota followed an alternative mode of operating that I refer to as "management by means," or MBM. A company employing MBM succeeds by building and continuously improving the system of relationships among customers, managers, workers, suppliers, owners, and the larger community. The system's purpose is to enhance human well-being by providing safe and useful products and services, meaningful livelihoods, and sustainable financial returns.


    Profound, Rapid Change at Boeing
    Dennis O'Donoghue

    A live webinar
    for leaders and managers grappling with large-scale change

    Wednesday, March 10
    2:00 - 3:30 PM EST


    Large organizations often demonstrate characteristics consistent with complex adaptive systems. Like living organisms, these networked systems have identity, intelligence, cognition, and unpredictable responses to changing conditions. Critically important to any leader seeking meaningful results is the principle that complex adaptive systems cannot be directed; they can only be influenced.

    Join Boeing VP Dennis O'Donoghue in a live webinar to look at how Boeing's Flight Validation and Test Organization has employed the principles of living systems to effect profound, rapid change.

    Learn more and register...

    Recorded Webinar
    More Than Brains: A Full Body Approach to Leadership

    Manoj PawarOngoing discov- eries in brain science help us understand how complex processes of human physiology play a significant role in how we behave, communicate, and respond to each other at work. How can we use this new knowledge to design environments that maximize trust, collaboration, curiosity, creativity, and innovation? In this recorded session, physician and organizational effectiveness expert Manoj Pawar offers tips for expanding your leadership skills to include a useful awareness of this critical aspect of organizational life.

    Learn more and order...

    See other recorded webinars

    Find Us, Fan Us, Follow Us

    And don't forget to subscribe to our Leverage Points blog so you'll be notified by email each time a new post is added!





    "I didn't learn [systems thinking] in school. I have learned it through experience and getting comfortable with ambiguity. I don't know all the answers, I often don't know how things are going to turn out. What I do know is that 21st century leaders must be systems thinkers; they must be good at solving problems."
    --Jeffrey Immelt
    Chairman & CEO GE

    Quick Links...

    Register for 2010 Pegasus Conference

    Leverage Points Archive

    The Systems Thinker Newsletter

    Pegasus Home

    Leverage Points Blog



    Subscribe to Leverage Points!
    phone: 781.398.9700