Forums
Accelerating
Performance: Leaping Tall Buildings Together
Victoria Castle and Tim Morley, Castle Enterprising
As
long as humans are involved, there will be turf wars, competing agendas,
and self-protection. Likewise, there will also be creativity, care, and collective
wisdom just waiting to be tapped. How do we tilt the scales toward the latter?
How can we move through life in a way that allows genuine connection with
others, our inner core, and the environment? This experiential workshop uses
the inner technology of Somatics—the recognition that the self is indistinguishable
from the body or lived experience—to close the gap between what we
want to be/do/say and how we operate.
In this session, participate in body-centered practices that increase your capacity to:
Victoria
Castle, Master Somatic Coach, coaches Fortune 500 organizations
and social entrepreneurs. She is the author of The
Trance of Scarcity and
the co-founder of Hot Women for a Cool Planet, a grassroots initiative
that leverages the power of connection to create a future where all can
thrive. Victoria teaches at post-graduate and professional programs internationally
and was named among the 100 top thought leaders by Personal
Excellence magazine.
Tim Morley, LMP, coaches executives in top performance. After a career as a civil engineer and manager in corporate and civic environments, Tim studied massage, multiple energy healing modalities, reiki, and the embodiment practices of somatic work with a specialty in trauma release. Tim and Victoria teach together internationally.
Taking
Social Innovation to Scale: Working with the Lifecycle of Emergence
Deborah Frieze, Berkana; Tim Merry, The Shire
Despite
current ads and slogans, the world doesn’t change one person at a time.
It changes as networks of relationships form among people who discover they
share a common cause and vision of what’s possible. When separate,
local efforts connect with each other as networks, then strengthen as communities
of practice, a new system emerges at a greater level of scale. This system
always possesses greater power and influence than is possible through planned,
incremental change. Debbie and Tim will share stories and lessons from the
Berkana Exchange, a “trans-local” learning community of places
around the world where this model for change has become a lived experience.
Deborah Frieze is co-president of the Berkana
Institute, a global non-profit leadership organization started by Margaret
Wheatley. She arrived at Berkana to launch the Berkana Exchange, which connects
leadership learning centers around their shared commitment to making a difference
in and beyond their communities. Debbie has an MBA from the Harvard Business
School.
Tim Merry supports organizations and communities
to reach collective clarity and take wise action to improve their lives and
the lives of people in their sphere of influence. He developed his craft
as founder and partner in Engage! Interact in the Netherlands and currently
works as a facilitator and free agent in Canada. Tim is director of a community
leadership and social entrepreneurship training center in Canada called the
Shire.
To
Understand Performance, Follow the Joy
Anne Murray Allen, Allen and Associates; Dennis Sandow, Reflexus
Company; Nick Zeniuk, Retired Executive, Ford Motor Company
Today, there are many tools and approaches on the market to understand and map social networks. These tools, if used properly, are important because they show that social collaboration is the source of optimum performance. But if social networks are the answer, what’s the question? Research from around the world has shown that, when we study performance in social systems, we also study well-being. Because they generally promote higher levels of well-being, self-organizing social systems tend to outperform traditional hierarchical organizations and create social well-being at the same time.
In this session, you will:
Anne Murray Allen is founder and principal in her own
consulting firm, AMA Associates, a practice dedicated to working with clients
in building healthy performance-based organizations. Prior to launching
this practice, Anne retired from Hewlett-Packard Company, where she held
various management and executive positions. She has co-authored an article
on “The Nature of Social
Collaboration” and is currently engaged with her co-presenters in writing
a book. Anne holds an MBA from the University of Denver.
Enhancing
Continuous Improvement Through Organizational Learning
Jason Schulist, DTE
Energy; George Roth, MIT Sloan School of Management
Continuous improvement efforts such as Lean Six Sigma have become standard in most organizations. These methods are practiced by technical experts and industrial engineers, so few organizations have explored their organizational learning foundation. Jason and George discuss the basis of lean and continuous improvement programs in organizational learning, and show that desired improvements require learning to extend beyond the focal organization into its value stream and community. As DTE’s Director of Continuous Improvement, Jason illustrates these ideas with examples of his efforts to initiate collective action within DTE and the wider community in which DTE operates.
Jason Schulist is the director of continuous improvement
for DTE Energy. He focuses on improving DTE’s business processes
to create measurable results. Jason works at the intersection between lean,
six sigma, organizational learning, and sustainability issues. A liaison
officer for the Society of Organizational Learning and founding member
of Menlo Lab Detroit, Jason is especially interested in developing models
for sustainable local community.
George Roth, principle research associate, MIT Sloan School of Management,
leads the Enterprise Change Research area of the Lean Aerospace Initiative
program, a joint MIT Management and School of Engineering initiative aimed
at transforming aerospace companies and government. His recent studies examine
learning initiatives across multiple organizations, building upon his ongoing
research in organizational culture, leadership, learning, and change. George
is a coauthor of The Dance of Change.
Learning
From the Current Financial Crisis
Marilyn Paul, David Peter Stroh, Bridgeway Partners
The purpose of this forum is to enable us as a community to relate to the current financial crisis in constructive ways. We will address the following questions:
Marilyn Paul is an organization and management consultant skilled in leadership development, coaching, facilitation, and systems thinking. Her clients over the past 25 years have included Pfizer, Motorola, New York Times, US Department of Transportation, and United Methodist Church. She is the author of the internationally popular book It’s Hard to Make a Difference When You Can’t Find Your Keys: The Seven-Step Path to Becoming Organized (Penguin Compass, 2004).
David Peter Stroh is a principal with Bridgeway Partners
and co-founder of Innovation Associates, the pioneering consulting firm in
the area of organizational learning. He has 30 years of experience consulting
to companies, public sector organizations, and non-profits on six continents
and is a leading thinker and practitioner in applying systems thinking to
change management. David holds degrees from MIT and the University of Michigan.
Achieving
the Impossible: Personal Sources and Design Principles of Large-Scale Change
Skip Griffin, Dialogos; David Marsing, Retired Executive, Intel
Corporation
When Rosa Parks chose not to give up her seat on a bus in Montgomery in 1955, her feet were not just tired. Her actions revealed the DNA of a movement—the deliberate, conscious expression of a quality of character and intention that reverberated through a generation of Americans. At the center of any such profound change, whether in a community or a corporation, are always a few people who consciously resonate with and follow a disciplined set of core creative principles. Their shared focus produces “field effects” that shift the ground of action from which everyone operates. Skip and Dave will lead you in exploring the design principles and personal requirements for producing large-scale breakthrough change.
In this session, you will:
Skip
Griffin directs the Leadership Education
Practice at Dialogos and consults with corporations on developing effective
strategies for socially responsible change. For 15 years, he was the director
of community relations and public affairs at the Boston Globe newspaper.
Skip has a significant background in civil rights, community organizing,
and community education initiatives. He was a plaintiff in the landmark school
desegregation case, Griffin v. Prince Edward County, Virginia. Skip holds
a BA and master’s
of education from Harvard.
David Marsing is a former senior vice president at
Intel Corporation. As a plant manager over Intel’s Fab 11, the world’s
largest wafer fab, he accomplished the fastest ramp and then sustained
world-class performance, establishing a new benchmark for the industry.
He is one of the most creative practitioners in the world in the field
of large-scale systems change and has a particular gift for bringing new
levels of practical operational insight to any system.
