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.
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.
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.
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.
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.
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.