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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.
| Power Invisible: An Excerpt from Frances Moore Lappé |
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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.
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| Provocative Keynote Speakers to Help Fuel New Cycles of Success |
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Systems
Thinking in Action: Fueling New Cycles of
Success
November 8 - 10,
2010
Boston, Massachusetts Marriott Copley
Place Hotel
As 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
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
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.
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 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 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.
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| How Toyota Ran Off the Road--and How It Can Get Back on Track |
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by 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.
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Profound, Rapid Change at Boeing |
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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
Ongoing 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

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"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
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