Concurrent Sessions

A broad range of concurrent sessions provide you with the opportunity to customize the conference experience to meet your needs and interests—whether you work in the business, education, healthcare, or nonprofit sector.

• Case studies give participants a look at how an organization is using systemic tools to take more effective and responsible action and insight into how they might apply those skills in their own settings.
• Skill-building workshops offer practical, hands-on tools for leveraging the interdependencies in your organizations and beyond through disciplines such as systems thinking, leadership, communities of learning, and conversational practices.

BLUE=CASE STUDY
GREEN=SKILL-BUILDING WORKSHOP

Monday, November 14
11:00-12:30p.m.

A01 Introduction to Systems Thinking I
Ginny Wiley, Pegasus Communications, Inc.

Systems thinking—seeing the underlying structures that drive our behavior and the interconnections in our world—is a key management skill for the 21st century. Understanding the power of structure can let leaders unlock their organization’s potential and avoid unintended consequences.

In this two-part workshop:
• Learn why systems thinking is the keystone of organizational learning
• Through hands-on activities, practice basic causal looping skills and experience the dynamics of structural traps.
• Build a foundation of systems thinking knowledge and explore new ways to address the complex issues in your organization.

For those who are new to the field, this path presents an excellent opportunity to explore the vocabulary and tools of systems thinking and their application to organizations in ways geared to all types of learners.

Ginny Wiley is president of Pegasus Communications, Inc. Prior to coming to Pegasus in 1996, she worked at GKA, a systems thinking consulting company, as a consultant and trainer. Before that, she spent 12 years building the Huenefeld Company, a consulting firm for book publishers. Ginny serves on the Policy Council of the International System Dynamics Society and holds an MBA from Northeastern University.

A02 Professional Learning Communities: Raising Student Achievement Through Collective Inquiry
Les Adelson, Moreland School District, San Jose, California; Ellen Dougherty, Marengo Elementary School, South Pasadena, California

Experience has shown that boosting student achievement defies single-pronged, quick-fix approaches. According to new research, professional learning communities—groups of teachers and administrators who build shared vision and values, practice collective inquiry, and work collaboratively—offer a promising and sustainable way to increase school performance. In this session, hear examples of schools that have achieved significant results by learning to think and act as a system. Explore strategies for building professional learning communities, based on the five disciplines of organizational learning. The presentation will also emphasize the development of teachers’ and principals’ own personal mastery and the examination of mental models.

Les Adelson, Ed.D., is superintendent in the Moreland School District in Northern California. He has held several administrative posts in addition to having taught at elementary and secondary levels in both general and special education classrooms. Les is also on the adjunct faculty in the UCLA School Management Program. He has been a speaker at numerous conferences and is often engaged as an educational consultant to school districts and colleges.

Ellen Dougherty, Ed.D., is an elementary school principal in South Pasadena, California. She was an instructor of critical friends trainers for the UCLA School Management Program. Ellen has been an educational consultant and conference speaker. Most recently, she has completed her doctorate in Organizational Leadership on the relationships between learning communities and student achievement. Ellen has been working with schools and universities in creating professional learning communities.

A03 Creating the Future Together at Bassett Healthcare
Sara Albright, Bassett Healthcare; Carolyn J.C. Thompson, Joyworks

Bassett Healthcare has achieved unprecedented results by recognizing and leveraging the interdependence of individuals, teams, and systems. By engaging the entire workforce in learning, conversations that matter, and structural changes, leaders have seen statistically significant improvement in patient satisfaction, employee satisfaction, and profitability. In this session, learn critical lessons on strengthening relationships, building infrastructures for change, and evaluating systems to help create the future you most deeply desire. Assess your organization’s readiness for change, develop an action plan, and take away a toolbox of practices for creating a culture of commitment.

Sara Albright is the director of organizational development and learning for Bassett Healthcare in Cooperstown, New York. In this role, she has facilitated learning around a variety of topics within Bassett and at the regional and national level. For the past three years, Bassett has been immersed in the work of becoming a learning organization, and Sara has been intimately involved in the design, facilitation, and integration of this fulfilling work.

Carolyn J. C. Thompson is a whole systems organizational strategist and change management specialist who has devoted over 20 years to helping institutions create vision-, mission-, and strategy-driven workplaces capable of asking and addressing hard questions through engaging the power of human spirit. She often speaks and writes on applying systems thinking and complexity principles to better understand organizational and societal challenges.

A04 Lessons in Organizational Learning from the W.K. Kellogg Foundation
Kathleen Zurcher and Kara Werner, W.K. Kellogg Foundation

In order to take effective and responsible action, working groups must utilize the complex thinking and relationship skills engendered by organizational learning. However, many organizations struggle with where to begin, how to build these sophisticated capacities in a large number of staff, and what methods to use to assess effectiveness. In this session, learn about the W.K. Kellogg Foundation’s comprehensive approach to developing organizational learning skills, including the curriculum and structure for the program. Hear examples of how these capacities have moved from individual development, to organizational development, to making the world better. And take away ideas for expanding capabilities in your own setting.

Kathleen Albrecht Zurcher is director of program learning for the W.K. Kellogg Foundation, where she provides leadership for developing staff organizational learning capacities, learning strategy expertise, and designing retreats and work sessions. Previously she was professor and extension leader for organization development with the University of Minnesota’s Extension Service. Kathy holds an B.A. in English and secondary teaching, and an M.S. and Ph.D. in educational psychology from the University of Illinois, Urbana-Champaign.

Kara Werner is program operations manager for Health at the W.K. Kellogg Foundation. She manages operations staff and assists the vice president with strategic planning and program initiatives. She also teaches in the organizational learning capacity-building program. Previously, Kara was the manager of EmploymentGroup Managed Services in Battle Creek. She earned her bachelor’s degree in business administration from Siena Heights University and is currently working on her master’s degree in organizational leadership.

A05 Harnessing Knowledge Through Communities of Practice at Saudi Aramco
Fred Vail, Saudi Aramco; Michael Goodman, Innovation Associates Organizational Learning

Communities of Practice (CoPs) within organizations focus on harnessing the combined knowledge of professional communities that cut across organizational and geographical boundaries. As such, CoPs can become an important force for both knowledge management and organizational learning and change. Saudi Aramco discovered that, to effectively create and share knowledge, CoPs require not only technological approaches (“high-tech” solutions) but also investments in building personal relationships and capacity among members for collaborative problem solving (“high-touch” solutions). This session will share the processes and experiences the company employed for building and sustaining CoPs built on organizational learning principles and practices.

Fred Vail is responsible for implementing knowledge and innovation programs in Saudi Aramco. He was instrumental in the development of Gulf SoL, a Middle East chapter of the Society for Organizational Learning. In 2003 Fred was nominated by Harvard University to participate in the Learning and Innovation Laboratories. He has been listed in “Who’s Who in the World.” Fred holds a masters degree in business administration with distinction from the University of Hull, England.

Michael Goodman is principal of Innovation Associates Organizational Learning. An internationally recognized speaker, author, and practitioner in the fields of systems thinking, organizational learning, and leadership, his main focus is helping organizations to sustain their capacity for learning and change. Mike helped create many of the innovations that have made systems thinking accessible to business leaders. He served as the primary contributor to the systems thinking chapter in the acclaimed Fifth Discipline Fieldbook.

A06 Enhancing Collaboration by Challenging Our Mental Models
Marc-André Olivier, Learning as Leadership

How do our mental models shape our experience? How can our thoughts and beliefs lead to misunderstandings and conflict, inhibiting collaboration? In this dynamic and humorous session, apply new tools to expand your perspective of the current situation. Practice surfacing and challenging your mental models, using them as a starting point for more productive interactions. Participants will learn how to go beyond the boundaries that prevent them from working with others as effectively as possible.

Marc-André Olivier Marc-André Olivier is a primary curriculum developer for Learning as Leadership (LaL). His focus is on helping leaders identify and move beyond their mental models and deep-rooted behavioral patterns to enhance their ability to communicate, collaborate, and achieve their goals. He is a member of the Society for Organizational Learning and a fellow of the World Business Academy.

A07 Managing Difficult Conversations: The Essential Tool for Enhancing Organizational Interdependence
Michele Gravelle, Triad Consulting

We all know that we must work interdependently to achieve effective results. Yet despite our best intentions, we often find it difficult to have the tough conversations that true collaborations require: managing differences of opinion, sharing difficult information, handling conflict, and confronting challenging topics. In this session, learn a systematic approach to engaging in difficult conversations more respectfully and productively, based on 15 years of research by the Harvard Negotiation Project. Take away a set of tools for changing difficult conversations from a battle of messages into learning opportunities. Also, hone techniques for staying on track, especially when the conversation gets heated.

Michele Gravelle is a senior affiliate with Triad Consulting, an offshoot of the Harvard Negotiation Project. Her work focuses on teaching individuals and organizations how to more effectively manage their most important relationships by learning to communicate more productively. Prior to joining Triad, Michele was the Director of Corporate Education for Vantage Partners. She is a contributing author to the newly published book, Enlightened Power: How Women Are Transforming the Path to Leadership.

A08 Groups of Purpose: Revolutionary Communities for Addressing Complex Problems
Mary Ann Allison, The Allison Group

In today’s world, many complex problems have outpaced the ability of organizations to manage them. Instead, “groups of purpose,” in which people are linked not by geography or being a member of a bureaucracy but solely by common objectives, are emerging. These new groups have powerful capabilities but also face special challenges. In this session, compare groups of purpose to other ways in which people come together to solve problems. Learn to diagram the different structures as a way of gauging when each is most effective. By understanding different group types and capabilities, become equipped to make choices about the most effective approach for tackling certain kinds of problems.

Mary Ann Allison is a futurist who conducts research into the nature of community and social change. She works with businesses, governments, and NGOs to improve their capacity to generate positive results in rapidly changing environments. Mary Ann’s approach combines skinned knees (real business experience ranging from serving as a Citigroup VP to directing an Internet start-up) and rigorous scientific theory. She is the coauthor of books and articles on group and organizational capabilities.

Monday, November 14
2:00-3:30p.m.

B01 Introduction to Systems Thinking II
Ginny Wiley, Pegasus Communications, Inc.
See A01 for description.

B02 “Getting Better Together” to Leave No Child Behind in the Pekin 108, Illinois, School District
Lynda Irvin, Illinois Technology & Leadership for Change; Don White, Pekin 108 School District, Pekin, Illinois

For individuals and organizations alike, we can no longer survive as lone wolves. In order to thrive, we need to embrace interdependence and diversity as opportunities to learn together, come to a common vision, and use rigorous data to make quality decisions. In this session, hear how the Pekin, Illinois, School District has used facilitative leadership skills, consensus-building quality tools, and dialogue training to achieve continuous improvement. Learn how to integrate tools including learning fables, the Plan Do Study Act (PDSA) framework, and affinity diagrams to “get better together” and “get together better.”

Lynda Irvin is the ITLC codirector for the Bill and Melinda Gates Foundation Leadership grant for the state of Illinois. Illinois Leadership and Technology for Change (ITLC) is under the auspices of the Illinois School Administrators Institute based at Illinois State University. This nationally recognized grant is responsible for the training of 1,700 superintendents and principals in data-driven decision-making. Lynda has also been a teacher, principal, staff developer, personnel administrator, and college professor.

Don White is the superintendent of Pekin 108 School District in Pekin, Illinois. As one of the three lead designers and trainers for Illinois Leadership and Technology for Change (ITLC), he work collaboratively with 30 trainer/facilitators across the state, focusing on best practices in school leadership and technology applications. A career administrator, Don has also been a teacher, principal, district technology director, and trainer.

B03 Moving from Blame to Accountability
Marilyn Paul, Bridgeway Partners

When something goes wrong, the first question people tend to ask is “Whose fault is it?” Unfortunately, this knee-jerk response undermines learning and collaboration and leads to distrust and defensiveness. In this workshop, explore ways in which organizations can shift from blame to accountability, for example, by clarifying roles and responsibilities at the beginning of a project and designing a process for handling breakdowns before they occur. Take away guidelines for using systems thinking tools to surface and break reinforcing cycles of blame and for developing accountability skills to maintain long-term organizational health.

Marilyn Paul has a doctorate from Yale University and an MBA from Cornell University. She is a principal in the consulting firm Bridgeway Partners, with clients that have included Harvard University, the U.S. Department of Transportation, Dana Farber Cancer Institute, and Pfizer. Marilyn is the author of It’s Hard to Make a Difference When You Can't Find Your Keys: The Seven-Step Path to Becoming Truly Organized.

B04 Can You Build It and Still Speak to Each Other?
Tracy Robinson, Seattle Center Foundation

What do you get when you mix one city government, two performing arts groups, and a third nonprofit on one complex project? In the case of the construction of Seattle Center’s Marion Oliver McCaw Hall, the outcome was a beautiful new civic asset designed to “delight and inspire the human spirit.” In this session, learn how four organizations took intentional steps to leverage their interdependence and transform a difficult partnership into an inspiring collaborative process. Hear about the intricacies of managing public/private ventures, and identify lessons to apply to your own community projects.

Tracy Robinson is the executive director of the Seattle Center Foundation. Recently, she and the Foundation led the private side of the $127-million capital campaign for Marion Oliver McCaw Hall, the new performance hall at Seattle Center. Tracy received a master’s degree in Whole Systems Design in June and has a B.A. in History and Theater from Grinnell College.

B05 Realigning with Society: A Tobacco Company’s Long Journey Forward
Howard Willard and Jennifer Hunter, Philip Morris USA; Stacey Smith, Business for Social Responsibility; Juanita Brown, Whole Systems Associates

Philip Morris USA, under the leadership of chairman and CEO Mike Szymanczyk, has undertaken a deliberate journey to realign itself with society and reinvent its future. The company is using dialogue and organizational learning principles to engage the tough questions, reach out to critics, and discover common ground between PMUSA and key stakeholders on one of our nation’s most volatile systemic challenges. Join with representatives of Philip Morris and Business for Social Responsibility to explore the deeper questions, dilemmas, paradoxes, and opportunities that today’s companies and their stakeholders need to address as they seek to co-create a positive future.

Howard A. Willard is senior vice president, Youth Smoking Prevention and Corporate Responsibility, for Philip Morris USA. He oversees the company’s programs and communications to help reduce youth smoking and coordinates its corporate responsibility efforts as it engages with key internal and external stakeholders.

Jennifer Hunter is senior director of Corporate Responsibility Communications and Cessation Support for Philip Morris USA. She is responsible for developing communications programs to help prevent youth smoking, to help adult smokers who have decided to quit be more successful, and to communicate the health effects of PMUSA’s products.

Juanita Brown is the founder of Whole Systems Associates and a co-originator of the World Café. She collaborates as a thinking partner and design advisor with senior leaders involved in large-scale systems change––creating and hosting innovative forums for strategic dialogue across traditional boundaries around critical organizational and societal issues.

B06 To Be Announced

B07 Embracing Diversity: Courageous Conversations for Cultural Proficiency
Richard S. Martinez, The Artful Alliance; Delores Lindsey, California State University, San Marcos; Randall B. Lindsey, The Robins Group

Organizations often consider diversity to be a deficit rather than an asset. Part of the reason is that few leaders know how to facilitate conversations that lead to deep levels of organizational change regarding racism, isolation, and privilege. In this session, learn how to use tools for effectively describing, responding to, and planning for issues that emerge in diverse environments. Explore the “inside-out” approach to examining one’s own values and behaviors and an organization’s policies and practices. By building cultural proficiency and learning skills for conducting courageous conversations, we can turn a perceived challenge into an opportunity.

Richard S. Martinez, Ed. D., is the founder of the Artful Alliance. He is an expert in educational leadership and organizational culture. Richard’s experiences in education include classroom teaching, school, district and county administration, professional development design and facilitation, and university teaching. He has facilitated nationally on the art of leadership, diversity sensitive environments, and transformative approaches to systems change. Richard is a coauthor of Culturally Proficient Coaching (in progress, 2005).

Delores Lindsey, Ph.D., is assistant professor of educational administration at California State University, San Marcos. She is coauthor of Culturally Proficient Instruction: A Guide for People Who Teach (2002) (second edition in progress, 2005) and Culturally Proficient Coaching (in progress, 2005). Delores is a former school site and county office administrator. As a professor, she serves schools, districts, and county offices as an adaptive schools associate and a Cognitive Coaching(sm) trainer and facilitator.

Randall B. Lindsey, Ph.D., is interim dean at the School of Education, California Lutheran University. He is coauthor of three books and a forthcoming video on Cultural Proficiency. Randall is a former high school teacher, school administrator, and staff developer on issues of school desegregation and equity, as well as a university professor of educational leadership. He consults and coaches school districts as they develop culturally proficient leaders.

B08 Igniting the Spirit of Interdependence at Philips Electronics
Gerard Harkin, Philips Lighting B.V.; Evan Root, Kindling Point

Success in leading high-stakes projects often depends more on the ability to collaborate than on hierarchical authority. This kind of interdependency requires team members to access their deeper self, see themselves as “a whole part of a larger whole,” and recognize how their personal development and the overall mission are integrally related. In this session, experience these principles in action and hear how a team at Philips Electronics Research Laboratories incorporated them while organizing a major corporate event, with positive bottom-line and personal outcomes. Learn about gauging a team’s “operating state,” articulating a leadership stance, and igniting the spirit of interdependence in your organization.

Gerard Harkin is an engineer by training. He currently works for Philips Lighting in Holland, where he identifies high-growth innovation opportunities in emerging markets. During 2001 he became keenly interested in organizational transformation grounded in awareness and dialogical principles. Gerard has participated in facilitation training programs with Kindling Point.

Evan Root is founder of Kindling Point, an educational initiative fostering awareness of the non-separate nature of life and supporting the unfolding of human potential. His background includes pioneering the natural foods movement, studying in Japan and working with Japanese companies, negotiating labor relations, facilitating group transformation experiences, conducing workshops for prison inmates. He has also designed and led numerous courses tapping individual, group, and organizational potential.

Tuesday, November 15
11:00 a.m.-12:30 p.m.

C01 Going Deeper with the Systems Archetypes
Michael Goodman, Innovation Associates Organizational Learning

The systems archetypes are powerful tools for gaining insight into the interdependencies that make up a system and bringing together diverse stakeholders in a process of shared exploration. This session focuses on how to use the archetypes to facilitate change. You will have the opportunity to work on your own organizational issues using one of the more common archetypes, such as Fixes the Backfire, Shifting the Burden, or Limits to Growth. You will then expand your initial archetype story to add additional elements, such as stakeholders’ underlying assumptions. Finally, you will receive guidance on identifying systemic interventions for your archetype story.

Michael Goodman is principal of Innovation Associates Organizational Learning. An internationally recognized speaker, author, and practitioner in the fields of systems thinking, organizational learning, and leadership, his main focus is helping organizations to sustain their capacity for learning and change. Mike helped create many of the innovations that have made systems thinking accessible to business leaders. He served as the primary contributor to the systems thinking chapter in the acclaimed Fifth Discipline Fieldbook.

C02 Moving from “Good to Great” in the Deer Park Independent School District
Arnold Adair, Deer Park Independent School District, Deer Park, Texas; Nancy Oelklaus, Entrepreneurial Systems

How often do an organization’s actual practices conflict with its intent? With the support of the school board, the new superintendent of the Deer Park Independence School District sought to transform the system from “good to great.” Progress was made, until the superintendent’s evaluation, which relied on outdated performance criteria. This session examines the subtle and overt forms of resistance to change that can manifest in a system. Learn how to bridge the gap between what is true and what we think is true. Also, apply the 360º review process to both developing transformation leaders and assessing organizational progress.

Arnold Adair has 31 years of experience in education. He began his career in 1975 as a teacher and coach. In February of 2004, Arnold was named superintendent of schools for Deer Park Independent School District. He serves as adjunct professor at the University of Houston Clear Lake, where he teaches special education courses for prospective teachers and administrators. Arnold has received numerous honors; most recently, he was named Texas Computer Education Association’s Technology Superintendent of the Year.

Nancy Oelklaus, Ed. D., is an executive coach in Austin, Texas, after having been a leader in education for many years. She has authored several articles for The Systems Thinker, including “The Eye of the Needle: A Tool for Difficult Conversations,” which is also available as a pocket guide. Nancy has produced two popular personal development CDs. Her articles have also appeared in The Austin Business Journal and The American School Board Journal.

C03 Systems Thinking for the Public Good: The CDC’s Diabetes Modeling Effort
Drew Jones, Sustainability Institute

How can we harness the power of systems thinking and modeling to address a chronic societal problem? The Centers for Disease Control and Prevention and Sustainability Institute have successfully used system dynamics modeling and causal mapping to shift fundamental strategies for addressing the burden of diabetes in the United States. This session will include making the most of stock-and-flow diagramming, testing a flight simulator, visioning, and using reflective conversation within the context of an outcome-oriented organization. Participants will learn general principles and explore how they might use systems thinking to address social issues they care about.

Drew Jones is a consultant and trainer in systems thinking and system dynamics modeling with Sustainability Institute. He has worked for clients in the recreational vehicle, automotive, forestry, community development, and public health areas. His mission is to apply systems tools to achieve environmental, economic, and social sustainability. Drew studied system dynamics as part of his master’s degree from MIT.

C04 Gaining Traction on Complex Issues: Systems Thinking in Developing Countries
David Peter Stroh, Bridgeway Partners; Jim Ritchie-Dunham, Institute for Strategic Clarity

Poverty and civil war are among the most intractable and heartrending problems in the developing world today. But engaging diverse stakeholders from multiple organizations and sectors in a systems analysis can significantly contribute to addressing these complex issues. In this session, learn how systems thinking tools have been applied to uncover the root causes of poverty in Guatemala and clarify the underlying dynamics of the civil war in Burundi. In addition, reflect on how these patterns of behavior relate to similar issues in the developing world. Finally, learn tools and approaches for applying systems thinking with large groups of stakeholders in other contexts.

David Peter Stroh is cofounder of Bridgeway Partners and was a founding partner of Innovation Associates, the pioneering consulting firm in the area of organizational learning. David’s expertise lies in visionary planning, leadership development, systems thinking, organization design, and change management. He helps diverse stakeholders align around a common purpose and integrate their thinking to improve performance. David is committed to bringing business discipline to social sector organizations and social consciousness to businesses.

Jim Ritchie-Dunham is president of the Institute for Strategic Clarity, a nonprofit research and education organization. He is also chairman of the consulting organization Strategic Clarity, an associate of the Department of Psychology at Harvard University, a recent visiting scholar at the MIT Sloan School of Management, and coauthor of Managing from Clarity: Identifying, Aligning and Leveraging Strategic Resources (Wiley 2001). Jim’s expertise lies in the field of decision sciences and complex systems development.

C05 The Nuts and Bolts of Transformational Change: Building New Capacities in Ford’s IT Activity
Jeremy Seligman and Shelia Covert-Weiss, Ford Motor Company

What are the nuts and bolts of the transformational journey of Ford Motor Company’s IT activity as it faces a world where the methods and competencies of the last 50 years are no longer adequate? What needs to be in place to influence the IT community to embrace learning and adapt to change? For the past five years, Ford Motor Company, Information Technology, has experimented with ways to expand its knowledge and application of systems thinking and the tools and techniques of emergent behaviors in complex adaptive systems. In this interactive session, learn how the IT organization has built capacity in a wide array of approaches and created practice fields for its employees.

Jeremy Seligman is director, IT Strategy and Organizational Development, for Ford Motor Company in Dearborn, MI, where he is sponsoring efforts to create an organization-wide capability in systems thinking, systems dynamics, and related approaches. A former Fortune 500 CIO, Jeremy has also consulted to major corporations, helping them assess and better utilize their investment in learning resources. His mission is to build strong communities by creating environments where individuals can reach their full potential and instilling a passion for learning, growth, and meaningful work.

C06 Living in the Question: A Path Toward Personal Mastery
Sarita Chawla, Demeter Matrix Alliance; Ken Murphy, MetaLens

Personal mastery, as defined by Peter Senge in The Fifth Discipline, implies a certain level of presence or mindfulness. That state, in turn, calls for a capacity to live in the questions rather than seek the instant gratification of answers. Being willing to continuously examine one’s beliefs, values, positions, opinions, and habits can be scary. We cover up our “scary-ness” with “busy-ness,” without leaving space and time for reflection and deep renewal. In this session, explore what impedes our ability to powerfully pause and reflect on our lives. Learn to design practices and bring to life questions that will be your guides in your integral development.

Sarita Chawla is cofounder of Demeter Matrix Alliance and president of MetaLens. A Master Certified Coach and expert in Integral Coaching and dialogue, Sarita coaches individuals and groups, and leads year-long professional coaching courses with New Ventures West. Sarita has a master’s in anthropology and has served as a council member of the Society for Organizational Learning. She is coeditor of Learning Organizations: Creating Cultures for Tomorrow’s Workplace and co-executive producer of BeComing:Women’s Circles, Women’s Lives.

Ken Murphy is retired from the communications industry, having held senior management positions with Pacific Telesis and Pacific Bell. He has presented on technical and leadership subjects and has led public seminars on coaching and dialogue. Ken has published a number of articles, including ones in two books: Learning Organizations: Developing Cultures for Tomorrow’s Workplace, and Human Resource Development. He is currently focused on his spiritual development and provides counsel on leadership, coaching, and spiritual subjects.

C07 “Once Upon a Time”: Using Storytelling to Spark Strategic Action
Charles Alday, Alday Consulting Services, Inc.; Michelle Boos-Stone, Gecko Graphics; Craig Watson, Colonial Pipeline Co.

A good story can spark change in an organization in a way that no amount of strong-arming from top management can. Through storytelling, we come to understand what is valuable to the group, connect with others despite our differences, and change norms, beliefs, and behaviors. Stories can also make us aware of the web of connections that we’re a part of and lead to coordinated, strategic action. In this workshop, explore how, by integrating stories with systems tools, groups can think differently and act more effectively. Learn a structured approach for identifying powerful stories and using them to change your organization in positive ways.

Charles Alday is the founder and principal consultant with Alday Consulting Services, Inc. He launched the firm in 2005 after a successful career in private industry. The company specializes in organizational development and operational excellence through improving performance, building learning cultures, and implementing systemic processes and practices. Charles works with individuals and groups to enhance safety culture, human factors knowledge and applications, risk management, and corporate performance. He also serves as a leadership consultant and executive coach.

Michelle M. Boos-Stone is founder and principal of Gecko Graphics, a firm specializing in corporate Mindscaping™, the process of transforming ideas and concepts into powerful pictures, words, and key icons. As a presenter or speaker is talking, Michelle captures the “flow” of the session in bold, colorful images, while synthesizing thoughts and information, to help stimulate visual learners to understand processes and clearly see interrelationships. She is also a consultant and trainer and has done extensive work with companies in organizational learning, communication, culture change, and leadership development.

Craig Watson is Operational Excellence Coordinator with Colonial Pipeline Company. For the past seven years, he has been instrumental in developing and implementing a curriculum for the technical workforce, driven by a desire to improve the development of the maintenance workers at Colonial. Craig has also introduced storytelling and Appreciative Inquiry to the company, as a part of the organization’s development as a learning culture.

C08 Designing for Team Interdependence
Jack Regan, Metis Consulting Group Inc.

In today’s organizations, most people must work with and through teams in order to achieve their goals. But many times, they are charged with this responsibility without knowing the basic elements that make a team successful. In this session, discover the range of options for designing a team based on the degree of interdependence necessary to accomplish the task. In addition, learn about the critical roles that provide for accountability, including sponsor, leader, member, and process designer. Finally, explore how to manage the interdependence among teams on a large-scale change project.

Jack Regan is principal of Metis Consulting Group, Inc., a management consulting and training firm dedicated to initiating and building workplace communities where individuals and organizations realize the results that most matter to them. Over the past 17 years, he has worked with leaders and teams in a variety of industries on strategic thinking, planning, and implementation to enable clients to produce both demonstrable business results and relevant cultural renewal.